BPAMod1 - Customer

L1 The Strategic Business Plan is not communicated through the business.

L2 Parts of Strategic Business Plan are communicated but usually ad-hoc and/or after Customer Plans are prepared and this information usually provides little direction for customer activity.

L3 The Strategic Business Plan is usually communicated after the Customer Plans are prepared but provides some direction for customer activity.

L4 The Strategic Business Plan is communicated prior to the Customer Plans being prepared and provides some direction for customer strategic planning.

L5 The Strategic Business Plan is communicated prior to the Customer Plans being prepared and provides clear direction for customer strategic planning. The strategic business plan clearly shows up and is linked in all customer plans

L1 The strategic business plan is developed with little or no customer strategy information incorporated.

L2 The strategic plan development has an ad-hoc approach to feeding customer thinking into the strategic planning process. This is usually a conversation with the sales director or senior commercial people.

L3 The strategic plan development has some customer strategy information incorporated into the plan and this is fed through a clear process.

L4 The strategic plan development has a good degree of customer strategy information and input incorporated into the plan. This is formally captured and communicated for input into the plan development.

L5 The strategic business plan is development incorporates key customer input before the plan is started. Key customer strategy information is formally reviewed and incorporated at the beginning of the process and is instrumental in the plan development.

L1 Our Account team only operates in the short term.

L2 Our Account team writes Customer Plans that encompass both Long term and Short Term goals and account managers often compromise long term goals.

L3 Our Account team writes Customer Plans that encompass both Long term and Short Term goals and account managers occasionally compromise long term goals for highly important short term issues.

L4 Our Account team writes Customer Plans that encompass both Long term and Short Term goals and in-market activities inconsistent with the long term need Director level approval.

L5 Our Account team writes Customer Plans that encompass both Long term and Short Term goals and all in-market activities are managed in the context of the long term.

L1 Our business plans are developed separately and we try and link them afterwards.

L2 Our business plans are developed in separate functional processes with some limited consideration of each other.

L3 Our business plans are developed in separate functional processes and teams but with extensive cross-functional communication.

L4 Our business plans are developed in the same strategic process but with separate functional teams and extensive cross-functional communication.

L5 Our business plans are developed within the same strategic process with cross-functional engagement and are aligned and integrated.

L1 We do not have formal channel strategy.

L2 We have an implicitly understood channel strategy that provides some direction and outlines some tactical differences by channel. We have a basic understanding on profitability by channel and customers.

L3 We have an explicit channel strategy that provides some direction and defines (mainly) tactical guidelines by channel. We have some understanding on profitability by channel and customers.

L4 We have an explicit channel strategy that provides some direction and defines our choice of major initiatives and tactical guidelines by channel. We have real clarity on profitability by channel and customers.

L5 We have a comprehensive channel strategy that provides clear direction and stipulates major initiatives and tactical guidelines by channel. We have real clarity on profitability by channel and customer and any investment decision is made based on where the most value is available.

L1 We do not formally develop long term category strategies.

L2 We have a 1 - 3 year strategic plan for category improvement but is not formally communicated or widely understood.

L3 We have a 1 - 3 year strategic plan for category improvement that is understood by most of our sales and marketing people and has been communicated to most customers.

L4 We have a 3 year strategic plan for category improvement which substantially drives our own business plans. It has been communicated to most customers.

L5 We have a 3 year strategic plan for category improvement which substantially drives our own business plans. It has been developed in collaboration with key customers and we aim to implement jointly.

L1 We do not formally develop long term customer management strategy.

L2 We have a 1 - 3 year strategic plan for customer management but it is not formally communicated or widely understood.

L3 We have a 1 - 3 year customer management plan that is understood by most of our sales management by only loosely drives our activities.

L4 We have a 3 year strategic plan for customer management which substantially drives our activities. It has been communicated to the sales management team.

L5 We have a 3 year strategic plan for customer management which substantially drives our activities. It has been developed in cross-functional collaboration and is supported by the Executive team and communicated across the business.

L1 The direction of our customer plans are controlled largely by the customer and we do not work cross-functionally around one plan.

L2 Customer Plans are developed by the supplier, taking note of the customer agenda, and presented to the customer by the supplier. Resources are not aligned.

L3 Customer Plans are developed in collaboration between the account manager and the buyer who engage other internal functions where necessary. Cross-functional resources are not clearly aligned. We negotiate through this during the year.

L4 Total collaboration both customer and supplier include multiple functions in developing and agreeing Customer Plans and resources allocated partially by both customer and supplier against the plan priorities.

L5 Total collaboration both customer and supplier include multiple functions in developing and agreeing Customer Plans so resources are aligned against the multi-functional plan priorities.

L1 Our entire tactical focus is on delivering short term volume results.

L2 We have strategies but only sometimes use them to select and prioritise our tactical activity – focus is usually about achieving short term volume results.

L3 We use our strategies to select and prioritise our tactical activity – most of our plans are created to fulfill these strategies however the agenda regularly shifts to short term volume requirements and we often struggle to get back to our planned tactics.

L4 We use our strategies to select and prioritise our tactical activity – most of our plans are created to fulfill these strategies and when short term considerations change the agenda we rapidly get back to our planned tactics.

L5 We use our strategies to select and prioritise our tactical activity – almost all of our plans are created to fulfill these strategies rather than simply to fulfill short term volume requirements, we rarely are diverted from these.

L1 Our Customer plans do not cover the competitive environment.

L2 Our Customer Plans do make general assumptions about the competitive environment but we rely on our ability to react to counter those initiatives.

L3 Our Customer Plans make general assumptions about the competitive environment and contain prepared reactions to some general competitor initiatives (e.g. price increase).

L4 Our Customer Plans predict major competitor’s strategies and tactics and do contain some prepared reactions to some general competitor initiatives.

L5 Our Customer Plans predict major competitor’s strategies and tactics and contain a detailed set of pre-emptive and reactive initiatives to ensure we stay ahead of competition

L1 We do not have a channel/customer based segmentation.

L2 We have a customer segmentation model that has been derived from internal judgment only.

L3 We have a customer segmentation model that has been derived from internal judgment as well as feedback from customers.

L4 We have a customer segmentation model that has been derived from a qualitative objective external research in one main channel only as well as feedback from customers.

L5 We have a customer segmentation model that has been derived from quantitative and qualitative objective external research across multiple channels as well as feedback from customers.

L1 … we do not have a customer segmentation model.

L2 … informally considered when developing sales strategies but is not often applied with any consistency.

L3 … formally considered when developing sales strategies but is regularly overruled by tactical considerations.

L4 … formally considered when developing sales strategies which are sometimes adjusted to fit the model.

L5 … a major input in development of all our sales strategies so that everything we do is influenced by the model.

L1 We allocate trade investment budgets based only on account investment history.

L2 We allocate trade investment based on changes in the account plans to support this year’s initiatives, not just on history.

L3 Some components of trade investment are allocated to strategic imperatives but we do not formally monitor implementation.

L4 We have a process for allocating trade investment budgets by strategic imperative for some key customers and we sometimes monitor implementation for effectiveness. We have clear initiatives defined to reduce or drive efficiency in trade spend.

L5 We allocate trade investment budgets by strategic imperative for each of our key customers and we continually monitor implementation to ensure effectiveness. We have clear initiatives defined to reduce or drive efficiency in trade spend. Measured quarterly.

L1 We do not review resource priorities or bottlenecks.

L2 We have regular reviews of priorities and resources but these are rarely implemented.

L3 We have occasional reviews that sometimes result in outcomes that are sometimes implemented.

L4 We have regular reviews of priorities and resources that result in outcomes that are sometimes implemented.

L5 We have regular reviews of priorities and resources that result in specific outcomes that are consistently implemented.

L1 We have no guidelines.

L2 We have rough guidelines that are not well understood nor adhered to by all Account Managers.

L3 We have some guidelines that are understood but not always adhered to by all Account Managers.

L4 We have clear and agreed guidelines that are understood and adhered to by all Account Managers.

L5 We have formal co-developed policies that are understood and adhered to by all Account Managers.

L1 Our customer plans do not receive significant support at Executive Team level.

L2 We prepare detailed written customer plans annually that are reviewed, contributed to and agreed by the Sales or Category Directors and only they actively remove obstacles and/or facilitate the execution of planned activities.

L3 We prepare detailed written customer plans annually that are reviewed, contributed to and agreed by the Business Unit Executive Team but only our Sales Director actively remove obstacles and/or facilitate the execution of planned activities.

L4 We prepare detailed written customer plans annually that are reviewed, contributed to and agreed by the Business Unit Executive Team and Sales, Category and Marketing Directors actively remove obstacles and/or facilitate the execution of planned activities.

L5 We prepare detailed written customer plans annually that are reviewed, contributed to and agreed by the Business Unit Executive Team and all Executive Team members actively remove obstacles and/or facilitate the execution of planned activities.

L1 Senior management are not very proactive or responsive in considering potential conflicts with our key customers.

L2 Senior management do not specifically meet with Account Managers to review potential conflicts. When conflicts arise response to the customer can be a little slow.

L3 Senior management do not specifically meet with Account Managers but will try to minimise the onset of conflicts if they are made aware of them and will respond as soon as they are able to should a conflict arise.

L4 Senior management have informal meetings with Account Managers to review potential conflicts and will respond as soon as they are able to should a conflict arise.

L5 Senior management have regular planned meetings with Account Managers in which potential conflicts are raised as agenda items and responded as a priority should a conflict arise. This is supported by formal conflict resolution guidelines to speed dispute resolution amongst teams.

L1 There is little regular interaction by senior management with customers on strategy issues.

L2 Our Senior Sales teams regularly meet their counterparts in our major customers however we often do not have category strategies agreed through this process.

L3 Our Executive Sales teams regularly meet their counterparts in our major customers and our business plans form some part of dialogue but normally without creating firm commitments.

L4 Our CEO/GM, Executive Sales and Marketing team regularly meet their counterparts in our major customers and our category strategies form a core part of the dialogue and we usually agree firm commitments.

L5 Our CEO/GM, Executive Sales, Marketing and Supply Chain management team regularly meet their counterparts in our major customers and reach agreed category strategies with defined goals as a core part of an ongoing agreement and review process.

L1 We rarely leverage consumer research investment outside our internal brand initiative decisions.

L2 We share consumer research when we present our new initiatives as part of the justification but there is rarely any wider application of insight.

L3 Some individuals occasionally take new consumer insights to our customers but they are not really integrated into our plans.

L4 Our customer facing teams regularly receive briefings on new consumer insights and adopt them into account plans where there is a specific reason to do so.

L5 Our customer facing teams input into and fully engage with a range of consumer insight initiatives and continually maintain a dialogue with our customers on evolving consumer needs in our categories.

L1 We do not use scan sales data with key accounts on any frequent basis.

L2 A few of our customer facing people (sales or category) prepare presentations on scan sales information for others to use but we do not do this on a frequent basis.

L3 Some of our customer facing people (sales or category) access scan data and create reports for customer meetings on a regular basis but we are not seen as a key advisor.

L4 We are seen as a key advisor by our main customers on scan sales trends and all our customer facing people access and use data but only some create their own tailor-made reporting for customers on a regular basis.

L5 We are seen as a key advisor by our main customers on scan sales trends and all of our customer facing people access and use this data and almost all create their own tailor-made reporting for customers on a regular basis.

L1 We do not use shopper insights in our strategy and initiative development that we implement with customers.

L2 Shopper insights are used in a few areas of our strategy and initiative development that we implement. It comes through occasionally.

L3 Shopper insights are used in some of our strategy and initiative development that we implement.

L4 We use shopper insights in a most of our strategy and initiative development. It is one of key sources of information that we use to formulate our plans in nearly all our customer execution plans.

L5 Shopper insights is inextricably linked to all strategy development that is customer facing and used to develop customer initiatives and plans. This is very clearly specified in all strategy briefings.

L1 We do not use household panel data with key accounts on any frequent basis.

L2 A few of our customer team personnel (sales and category) prepare presentations on purchase behaviour information for others to use but we do not do this on a frequent basis.

L3 Some of our customer team personnel (sales and category) access purchase behaviour and create reports for customer meetings on a regular basis but we are not seen as a key advisor.

L4 We are seen as a key advisor by our main customers on purchase behaviour trends and all our of our customer team personnel access and use data but only some create their own tailor-made reporting for customers on a regular basis.

L5 We are seen as a key advisor by our main customers on purchase behaviour trends and all our of our customer team personnel access and use this data and almost all create their own tailor-made reporting for customers on a regular basis.

L1 We do not use retail shopper data with key accounts on any frequent basis.

L2 A few of our customer team personnel (sales and category) prepare presentations on retailer shopper data for others to use but we do not do this on a frequent basis.

L3 Some of our customer team personnel (sales and category) access retailer shopper data and create reports for customer meetings on a regular basis but we are not seen as a key advisor.

L4 We are seen as a key advisor by our main customers on retailer shopper data and all our of our customer team personnel access and use data but only some create their own tailor-made reporting for customers on a regular basis.

L5 We are seen as a key advisor by our main customers on retailer shopper data and all our of our customer team personnel access and use this data and almost all create their own tailor-made reporting for customers on a regular basis.

L1 We rarely leverage shopper research investment.

L2 We share shopper research when we present our new initiatives as part of the justification but there is rarely any wider application of insight.

L3 Some individuals occasionally take new shopper insights to our customers but they are not really integrated into our plans.

L4 Our customer facing teams regularly receive briefings on new shopper insights and adopt them into account plans where there is a specific reason to do so.

L5 Our customer facing teams input and fully engage with a range of shopper insight initiatives and continually maintain a dialogue with our customers on evolving shopper needs in our categories.

L1 We do not stipulate what we should understand about key customers.

L2 We have a broad understanding of our key customers and record some stipulated relevant information that is shared with colleagues on request.

L3 We have a comprehensive understanding of our key customers and recording varies by individual and is generally shared on request.

L4 We have a comprehensive understanding of our key customers and record some stipulated relevant information that is shared with colleagues on request.

L5 We have a comprehensive understanding of our key customers and systematically record all relevant information that enables access by authorised colleagues.

L1 No exchange of information takes place.

L2 An exchange forum is ad hoc and attended as necessary on exchanges of information and ideas with our key customers.

L3 A formal exchange forum is established and attended on a six monthly basis on exchanges of information and ideas with our key customers.

L4 A formal exchange forum is established and attended on a quarterly basis in line with customer/business reviews on exchanges of information and ideas with our key customers.

L5 A formal exchange forum is established and attended on a monthly basis on exchanges of information and ideas with our key customers.

L1 We do not consider the specific needs and strategies of our key customers as part of our planning process, the account managers adapt the plan once developed.

L2 Our customer plans include some formal consideration of the needs and strategies of our key customers but these are generally inferred – taken from our own judgement on what is important to the customer.

L3 Integrating customer needs and strategies into our planning process comes in at the customer plan stage and considers the needs of our key customers as provided by them.

L4 Integrating customer needs and strategies into our planning process is part of the strategic business planning process and considers the needs of our key customers developed in discussion with them.

L5 Integrating customer needs and strategies into our Total Company planning process is part of the strategic business planning process and builds in the needs of our key customers as developed in discussion with them.

L1 We usually implement initiatives without prior testing.

L2 Our most significant category initiatives have some form of prior validation using internal evaluation processes.

L3 We normally use external pre-testing research to evaluate key initiatives prior to launch.

L4 We collaborate with customers in joint research protocols for major initiatives before deciding on investment decisions.

L5 We collaborate with customers in joint research protocols for major initiatives before deciding on investment decisions, usually including major scale in-store trials, planned with our customers, tracking results to make a joint decision on roll out.

L1 We do not operate formal account plans.

L2 Account managers prepare an account plan but focus is on the ‘numbers’ only with minimal management or cross functional input.

L3 We prepare formal account plans but the content is limited and variable and sign off is within the sales function only.

L4 We prepare a detailed and robust account plan for each key account that forms the basis of all activity planning for that year, but is not widely considered outside of the sales function.

L5 We prepare a detailed and robust account plan for each key account that is signed off by senior sales, category and marketing executives and forms the basis of all activity planning for that year.

L1 Customer Plans do not exist or are not allocated sufficient resources or allocate resources by general activity area.

L2 Customer Plans are allocated insufficient resources to achieve their objectives and allocate resources justified by general activity.

L3 Customer Plans are allocated insufficient resources to achieve their objectives but allocate resources justified by general activity.

L4 Customer Plans are allocated sufficient resources to achieve their objectives and allocate resources justified by general activity area.

L5 customer Plans are allocated sufficient resources to achieve their objectives and allocate resources justified by specific activity area.

L1 We rarely expect justification of account strategies.

L2 Account strategies require some kind of business case but the content and evaluation of these is highly variable.

L3 One of the most significant investment strategies require cost benefit analysis and most account plans are not based on shopper insights.

L4 Agreed account strategies require justification in terms of cost benefit and are expected to have clear linkage to performance improvement but not necessarily based on shopper insight.

L5 Agreed account strategies require justification in terms of cost benefit and must demonstrate a basis in an understanding how to improve performance through meeting the customer’s needs more effectively.

L1 We rarely spend much time assessing category opportunities from data for our categories.

L2 We sometimes carry out an assessment of category data when the needs arises to present to our customers but select the ‘stories’ that are most useful to support of our marketing plans.

L3 We conduct an annual assessment of opportunities using some data but do not distil them into a shortlist of significant opportunities.

L4 We conduct an annual assessment of opportunities using a wide breadth of data then distil them into significant opportunities which we share with our customers to agree and select opportunities to develop.

L5 We conduct a regular assessment of opportunities – asking questions and collecting a wide breadth of data to validate and quantify and then collaborate with our customers to agree and select opportunities to develop. We continually review to identify necessary corrections/changes early.

L1 We do not use a category planning process.

L2 We use an informal category planning process that is not well defined and used ad-hoc.

L3 We sometimes use formalised category management processes that considers some aspects of the category management process.

L4 We consistently use a formalised category management approach that considers all key aspects of the category management process. The process relies on panel and scan data which is current, detailed and drives our strategies.

L5 We consistently use a formalised consumer and shopper centric category management approach that considers all key aspects of the category management process. The process relies heavily on a mix of consumer, shopper, panel and scan data which is current, detailed and drives our strategies.

L1 While it exists our category strategy does not align the business cross-functionally on common goals and objectives.

L2 In some areas our category strategy brings together a customer, shopper and consumer and aligns the business behind driving common goals and objectives across the organisation.

L3 Occasionally out category strategy brings together customer, shopper and consumer and aligns the business behind driving common goals and objectives across the organisation.

L4 On most occasions our category strategy brings together customer, shopper and consumer and strategically aligns the business behind writing common goals and objectives across the total organisation.

L5 Consistently our category strategy brings together customer, shopper and consumer and strategically aligns the business behind writing common goals and objectives across the total organisation.

L1 We develop pricing based only on short term market pricing history.

L2 We have subjective understanding of the management of pricing and this sometimes influences market pricing decisions.

L3 We have some objective understanding of the management of pricing and our pricing strategy is understood by our customers and sometimes influences market pricing decisions.

L4 We have a quantitative model for managing pricing (frequency and depth) and our pricing strategy is understood by our customers and sometimes drives in-market pricing.

L5 We have a robust quantitative predictive model for managing pricing by SKU (frequency and depth) and our pricing strategy is understood by our customers and consistently drives in-market pricing.

L1 Shopper mission insights is not really considered as a core input to our promotional strategy and trade spend targeted investment.

L2 Sometimes we use shopper mission insights to understand shopper pricing sensitivity and use these to drive out promotional strategy and to target scan and trade spend to areas where value creation is evident.

L3 Occasionally we use shopper mission insights to understand shopper pricing sensitivity and use these to drive our promotional strategy and to target scan and trade spend to areas where value creation is evident.

L4 On most occasions we use shopper mission insights to understand shopper pricing sensitivity and use these to drive our promotional strategy and to target scan and trade spend to areas where value creation is evident.

L5 We consistently use shopper mission insights to understand shopper pricing sensitivity and use these to drive our promotional strategy and to target scan and trade spend to areas where value creation is evident.

L1 Forecasting planners are responsible for developing forecasts based on history and system generated forecasts with no other inputs from sales or marketing.

L2 Sales forecasting is dominated by one or two function’s inputs and agreement. They are integrated into Sales and Operational Planning AFTER adjustment creating multiple forecasts within the business creating confusion and rework.

L3 Sales forecasting is dominated by one or two function’s inputs and agreement. They are automatically integrated into Sales and Operational Planning unadjusted creating the single set of forecasts to which the business works.

L4 Sales forecasting is a multi-functional formal process with Customer, Sales, Marketing and operations in courts and agreement. They are integrated into sales and Operational Planning AFTER adjustment creating multiple forecasts within the business.

L5 Sales forecasting is a multi-functional formal process with Customer, Sales, Marketing and Operations inputs and agreement. They are automatically integrated into Sales and Operational Planning unadjusted creating the single set of forecasts to which the business works.

L1 We do not undertake any significant or widespread ROI analysis.

L2 Some major promotions are subject to post event ROI analysis but the learning from this is not well documented or understood.

L3 We establish outline promotional guidance using some historic ROI analysis applied by brand/product setting the limits of promotions but not detail beyond this.

L4 We have a detailed assessment of historic ROI on key promotions on leading brands which is applied using clear rules/guidelines but limited to our own business and requirements.

L5 Promotions are planned and executed within firm quantitative price/discount guidelines by product/brand developed by specialists based on our historic ROI analysis to ensure optimised future return on investment. We broaden our analysis to be able to offer category-wide advice to customers.

L1 We do not have formally applied senior management controls on promotional spend.

L2 There are implicitly understood requirements as to how and when promotional plans require sales management sign off before execution.

L3 We have explicit rules determining how and when promotions need sign off and agreement by senior sales management that are inconsistently applied.

L4 We have explicit rules determining how and when promotions need sign off and agreement by senior cross-functional management (including sales, marketing, finance and Supply chain) and are consistently applied.

L5 We have explicit rules determining how and when promotions need sign off and agreement by senior cross-functional management which are consistently applied, reviewed by a regular cross-functional forum.

L1 We offer the same promotional deals to all our key customers.

L2 We seek to offer minor differences (executional differences) to customers to avoid in-market conflict/clashes.

L3 We provide a menu of promotions options and allow account managers with customers to select different choices.

L4 We have a strategy to align our promotional investments directly with explicitly developed customer specific opportunities.

L5 We consistently invest our marketing funds collaboratively in developing unique ‘win win’ co-marketing activities for key customers based on an objective assessment of the business opportunities.

L1 We do not have any formal reviews of promotional results.

L2 We have ad-hoc reviews of promotional results within the sales/category functions but without documentation of learnings.

L3 We have regular formal reviews of promotional results in the sales/category function and document learnings.

L4 We have regular cross-functional reviews of promotional results but do not document learnings or outcomes.

L5 We have regular cross-functional reviews where learnings are well documented and non-adherence identified and dealt with.

L1 We rarely invite customer feedback/nput into our innovation pipeline

L2 Our key customers are sometimes informally invited to contribute ideas into our innovation pipeline

L3 Our key customers are regularly invited as part of a formal process to contribute ideas and provide feedback on the early stages of our new product concept development

L4 Our key customers are regularly invited as part of a formal process to contribute ideas and provide feedback on the early stages of our concept development and we actively prioritise ideas that have a high potential for “win-win” with our customers

L5 Customers work with us on the idea generation process and share “ownership” of ideas as a result. We actively prioritise ideas that have a high potential for “win-win” with our customers and seek out ways to tailor opportunities by key customer

L1 We rarely prepare internal forecasts for significant special events such as new launches or big promotions

L2 We sometimes prepare an internal forecast for significant special events such as new launches or big promotions

L3 We always prepare an internal forecast for significant special events such as new launches or big promotion

L4 WE sometimes agree a joint forecast with customers for significant special events such as new launches or big promotions

L5 We always agree a joint forecast with customers for significant special events such as new launches or big promotions

L1 We normally simply advise customers of our impending plans within their minimum time limits

L2 We have an annual plan with our customers with some of our key initiatives timetabled in advance to allow for some discussion early in the process, but most initiatives are simply advised to customers on the standard time frame

L3 Our sales team plan initiatives in broad terms in the annual plan at a buyer level and then in detail several months ahead of the minimum to discuss how best to implement

L4 Our sales team raise our planned initiatives in broad terms at least quarterly at both senior and buyer level and then in detail several months ahead of the minimum to discuss how best to implement

L5 Our cross functional people normally collaborate directly with customers’ team members in frequent planning meetings throughout the year to manage project implementation

L1 We do not adjust activity by customer or channel to any great extent

L2 We have occasionally adjusted marketing activity to provide customer activity differentiation on an ad hoc basis

L3 We have a broad tailored marketing activity plan at a customer level, and our strategy is understood by our customers and we sometimes adjust market activity accordingly

L4 We have a detailed tailored marketing activity plan which takes into account customer strategies and is managed to assist channel and customer differentiation. The strategy is understood by our customers and sometimes drives in market activity with ad hoc ROI achieved.

L5 We have a detailed tailored marketing activity plan which takes into account customer strategies and is managed to assist channel and customer differentiation. The strategy is understood by our customers and consistently drives in market activity that achieves a measured and agreed internal ROI

L1 Point of purchase thinking is not part of our normal marketing agenda.

L2 Point of purchase thinking is added to our brand plans but often as a last minute adjustment or addition.

L3 We develop point of purchase strategy within our marketing plans that but the content is limited and our marketing team spends minimal time on this relying on the Sales function to take and adapt their activity.

L4 Sales input into marketing plans is sought early so that each major initiative has an agreed point of purchase element, this is a key plank of our marketing strategy.

L5 Brand activity is developed with an integrated mindset with point of purchase and shopper engagement a driving consideration from day one. Sales input is sought in advance around marketing initiatives to build our plans to maximise effectiveness at point of purchase.

L1 We do not review customer business performance in terms of Supply and Demand on a daily basis.

L2 Our customer business reporting suite incorporates tracking of only financial metrics but Supply and Demand issues are highlighted by people.

L3 Our customer business reporting suite incorporates tracking of both financial and Supply chain metrics but Supply and Demand issues are highlighted by people.

L4 Our customer business reporting suite incorporates tracking of only financial metrics and proactively highlights Demand and/or Supply issues.

L5 Our customer business reporting suite incorporates tracking of both financial and Supply chain metrics and proactively highlights Demand and Supply issues.

L1 We do not have any specialist analysis infrastructure or regular reporting of data.

L2 We have limited analysis infrastructure meaning Marketing spend much time retrieving data to complete their own fact based issue analysis, but we report monthly continuous data as data rather than information.

L3 We have limited analysis infrastructure meaning Marketing spend much time retrieving data to complete the owner fact-based issue analysis. We report monthly continuous data as a suite of predetermined informative analyses rather than raw data.

L4 We have purpose allocated analysis resources (people and/or IT tools) that facilitate fact-based issue analysis but we report monthly continuous data as data rather than information.

L5 We have purpose allocated analysis resources (people and/or IT tools) we also report monthly continuous data as a suite of informative analyses rather than raw data.

L1 Our customer knowledge/research is in many places and hard to search.

L2 Most of our recent customer knowledge/research is in one place but few salespeople access it.

L3 We capture most of our current customer knowledge/insight in an easily accessed “library” accessible to a few salespeople.

L4 We capture all current customer knowledge/insight in a manual library that is formally indexed and maintained, accessible to all sales personal.

L5 We capture all current customer knowledge/insight in an electronic library that is searchable by any relevant variable and accessible to all business personnel.

L1 We do not do any space management with our key customers.

L2 We do some space management with some of our customers based on our own knowledge and experience of the category along with as much sales data as we can source. We are not used as a source for recommendations on ranging or shelf layout.

L3 We have people trained in space management doing work for some of our key customers, we employ space management software but are only used by a few our key customers as a source recommendations on ranging and shelf layout.

L4 We have people dedicated to space management for some of our key customers and employ space management software – we are used by some of our key customers as the key source on ranging and shelf layout.

L5 We have a team of people dedicated to space management for our key customers and employ space management software – we are the internal resource for most of our customers in building the category space plan.