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INTRODUCTION
How to complete this Survey.
The Best Practice Assessment is a review of capability within the business against 5 levels of capability, ranging from a Basic Level (Level 1) to a Best Practice Level (Level 5). The Best Practice Assessment covers 4 Modules: 1. Brand Marketing, 2. Innovation, 3. Category and 4. Customer.
You are rating your organisation’s capability in the Customer Module. Each Module has a series of Components including Strategy, Insights, Process, Measures and People. For each question you are asked to rate your Organisation’s capability against that particular Practice, against the 5 Levels of Capability that are defined.
Please choose the Practice Level that accurately reflects the capability your organisation currently has or operates at.
You are also asked to rate the impact for your Organisation of having Best Practice Capability (Level 5) within the business, for each respective Practice.
Once again, 5 choices are available from Impact Rating 1 - Minimal Impact to Impact Rating 5 - Game Change.
You have the option of adding any comments you feel add context to the ratings you provide on either the Level selected or Impact rating chosen. Questions 1 & 2 are mandatory, question 3 is optional.
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* 1. Strategic Business Plan
The extent to which the Strategic Business Plan is communicated to the Customer Teams/National Account Managers in a way that provides direction for strategy and planning development of the Customer Plans.
The strategic Business Plan is the 3-5 year blueprint that defines how the TOTAL BUSINESS UNIT will a) Become more profitable (b) Improve its competitive position (c) Efficiently distribute/utilise the shareholder value created. Typically it would include a small number of strategies that remain reasonably consistent over time.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not under taken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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2. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 3. Customer Input and Involvement forming a major part of what the plan looks like
Measures the degree and quality of customer input into business strategy development. This is formally reviewed, discussed, aligned upon and fed into the strategic planning process with clear strategic customer initiatives associated to it
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not under taken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 4. Long Term Planning/Strategies
The extent to which the account team builds plans with a focus on the long term as well as the short term, day-to-day issues. Short term activities comply with the longer term plans .
Long Term = beyond the current year, ideally 3 years out
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not under taken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 5. Alignment of Business Plans
The extent to which your Business, Marketing, Sales, Category, Customer and Brand plans are developed as one strategic process and are fully integrated with each other so that all functions are working to achieve the same goals and are aligned to the same strategies.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not under taken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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6. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 7. Channel Strategy
The extent to which you have a Channel Strategy which defines the channel’s role and priority by category and defines strategic and tactical guidelines and specific initiatives for each key channel.
How you intend to service each channel, the resources allocated to and the anticipated return from each channel. It also defines its total anticipated impact on future earnings.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not under taken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 8. Long Term Category Strategies
The degree to which you develop Category Strategies for how you intend to create performance improvement for your key customers.
A category strategy is a defined area of focus that seeks to change consumer and/or shopper behaviour to achieve a defined performance improvement goal for the category as a whole. Strategy determines how resources are directed.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not under taken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 9. Customer Management Strategy
The degree to which you develop a business unit customer management strategy to define the key priorities and choices or resource application to maximize your sales effectiveness
A customer management strategy identifies the key performance improvement opportunities in its customer interface and selects a small number of high priority strategies to direct resources where maximum benefit can be gained.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not under taken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice
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10. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 12. Customer Plans – Collaboration
To what extent are your individual customer plans developed and resourced in collaboration with the customer and multiple functions inside your company resulting in agreed multi-functional Customer Plans.
A cross-functional plan encompasses both demand and supply side strategies into a single plan
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not under taken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice
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13. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 15. Strategy/Tactics Linkage
The extent to which your strategies drive all planning and tactical activities.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not under taken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice
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16. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 18. Competitor Strategies
Our Customer Planning process explicitly articulates our knowledge of major competitor’s strategies, their anticipated actions in fulfilling them and our contingency reactions to them.
For example anticipating significant ranging pricing and merchandising proposals
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not under taken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice
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19. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 21. Customer Segmentation Strategy
The extent to which you have a clear segmentation model of your channels and customers based on robust research and customer feedback, that drives your resource allocation.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not under taken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice
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22. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 24. Customer Segmentation Application
The extent to which your Customer Segmentation model is applied when developing sales strategies and tactics across and between channels and your customer base
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not under taken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice
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25. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 27. Investment by Strategic Imperative
The extent to which your business sets explicit trade investment budgets by specific strategy.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not under taken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice
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28. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 30. Resource Review
The extent to which priorities are regularly reviewed with resource requirements taken into account and bottlenecks reviewed with outcomes implemented.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not under taken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice
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31. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 33. Activity Guidelines
The extent to which your business has strategic policies and/or guidelines around channel and customer activity (e.g. price and promotions) in place to give your Account Managers autonomy in decision making while helping to minimise commercial conflicts.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not under taken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice
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34. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 36. Executive Management Support
The extent to which the Executive Team are passionate advocates of our Customer, both internally and externally. This is demonstrated by active involvement and support of Customer Plan content, approval and execution.
CEO/Managing Director’s Direct Reports
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not under taken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice
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37. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 39. Conflict Resolution
The speed at which actual or potential conflicts with your key customers are resolved and the extent to which your senior management are involved in the dispute resolution.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not under taken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice
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40. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 42. Top to Top Alignment
The extent to which your senior cross-functional management regularly meet with each of your key customers to agree firm category objectives and strategies.
“Top to Top” refers to the joint direction of mutually beneficial strategies by the senior executives on both sides working together
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not under taken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice
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43. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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45. STRATEGY SUMMARY
Direction Strategic business plan Long term planning/strategies Alignment of business plans Channel strategy Long term category strategies Customer management strategy Customer plans - collaboration Strategy/tactics linkage Competitor strategies
Prioritisation Customer segmentation strategy Customer segmentation application Investment by strategic imperatives Resource review Activity guidelines
Leadership Executive management support Conflict resolution Top to top alignment |
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| 47. Improvement Opportunities | | |
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* 48. Application of Consumer Insight into Customer Plans
The extent to which you are able to bring the consumer knowledge your business has to develop more effective plans with your key customers.
Consumer Knowledge = objective, broad research learnings with identified application to consumption growth opportunities with our categories (e.g. new consumer, new consumption occasions).
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not under taken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice
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49. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 52. Use of Scan Sales Data
The extent to which your account teams engage with the customer in reporting market place trends and opportunities in Scan Sales Data
Scan sales is the aggregation of individual account scanning sales to give a complete picture of market sales, split by category, segment and brand.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not under taken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice
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53. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 55. Shopper Insights Driving Strategy
The extent that shopper insights is driving strategy in promotional planning, merchandising strategy, slotting board broken down by key trading periods during the year
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not under taken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice
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56. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 58. Use of Household Panel Sales Data
The extent to which your account teams engage with customer in reporting market place trends and opportunities in shopper purchasing
Household panels gather purchasing data from a large number of homes to show changes in choices in stores and behaviour change over time in purchasing dynamics.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not under taken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice
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59. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 61. Use of Retailer Basket or Card Sales Data
The extent to which your account teams engage with customer in analysing trends and opportunities in retailer data
Retailer basket or card data provides the individual purchase patterns by shopper on each shopping occasion. Card data adds to this information about the purchaser.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not under taken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice
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62. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 64. Application of Shopper Insight into Customer Plans
The extent to which you are able to use shopper knowledge to develop more effective plans with your key customers
Shopper Knowledge = objective broad research learnings with identified application to category growth opportunities at point of purchase within our categories (e.g. trade up, new shoppers, increased weight of purchase, cross-purchasing, increased penetration/frequency).
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice
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65. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 68. Customer Understanding
The extent to which you comprehensively know your customers and record this knowledge for use by others in the business
A comprehensive knowledge of your customer includes an understanding of their business and trading strategies, their competitive strengths and weaknesses, their people in terms of who holds which position and any personal preferences or agencies they have as well as the locations of stores, distribution centres and their processes and systems.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice
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69. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 71. Ideas and Information Exchange
The extent to which you exchange ideas and information with your key customers in a comprehensive fashion e.g. sharing trends, data, research (economic, industry, category etc.)
An initiative is a significant plan or project chosen to deliver a strategic goal.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice
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72. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 74. Customer Needs Integration
The extent to which your planning process takes into account the needs of your customers developed in discussion with them
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice
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75. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 77. Initiative Testing
The extent to which you collaborate with your key customers in regards to research to validate initiatives prior to launch and the extent to which this initiative testing serves as a key driver to investment decisions.
An initiative is a significant plan or project chosen to deliver a strategic goal.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice
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78. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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80. INSIGHT SUMMARY
Consumer Application of consumer insight into customer plans
Shopper Use of scan sales data Use of household panel sales data Use of retailer basket or card sales data Application of shopper insight into customer plans
Specialist Customer understanding Ideas and information exchange Customer needs integration Initiative testing |
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| 83. Improvement Opportunities | | |
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* 85. Account Planning
The extent to which the account team prepare a robust and thorough plan for the account that aligns and guides activity for the year.
An account plan should encompass a situation analysis to identify performance opportunities, clear objectives, big picture strategies to guide priorities and detailed plans for all aspects of the account, as well as the numbers
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not under taken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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86. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 88. Resource Allocation
The extent to which customer plans are allocated sufficient resources to achieve their objectives and strategies. Also, they demonstrate a clear rationale for the resources allocated to each specific activity in the plan.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not under taken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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89. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 91. Validation of Robust Customer Strategies
The extent to which account strategies are validated via cost benefit and are insight driven
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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92. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 94. Customer Situation Analysis
Identifying and agreeing key opportunities in each key customer through a broad situation analysis of market and category performance data to improve sales, share, profit and consumer satisfaction
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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95. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 97. Category Management Process
The extent to which you have an agreed approach to category management based on consumer and shopper needs which considers all of the important category management process elements
Category management should include category definition and segmentation, role, situation assessment, scorecard agreement, strategies, initiatives, implementation tracking (and regular reviews).
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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98. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 100. Category Strategy Business Alignment
The extent to which we have developed a category strategy that drives the alignment of brands, customer, shopper and consumer across the entire organisation
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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101. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 103. Strategic Management of Pricing
The extent to which your business manages shelf and promotional pricing (frequency and depth) to ensure optimal category value creation
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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104. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 106. Price Value Creation through Shopper Insights
To the extent which we have developed a promotional strategy using an in depth understanding of the shopper’s reliance on price as a core lever of the shopping mission
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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107. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 109. Sales Forecasting Process
The process for sales forecasting is formal with regular meetings of multiple options including customer input that reduce an agreed forecast to which the whole business works without adjustment
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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110. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 113. Promotional Planning – Financial Investment
The extent to which your promotional investment is decided using rigourous and objective financial assessment of the ROI of past activity
ROI is return on investment, the net profit resulting from the promotion.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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114. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 116. Promotional Planning – Internal Controls
The extent to which promotion investment is controlled by cross-functional senior management
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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117. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 119. Promotional Planning – Tailoring
The extent to which promotional strategy is developed to align with customer specific business needs/opportunities
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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120. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 122. Promotional Planning – Reviews
The extent to which there is a regular cross-functional review of promotional outcomes against plans and pre-promotion ROI analysis. Differences are understood, learnings adopted and captured for future planning purposes. Non-adherence to guidelines and controls are identified.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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123. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 125. Innovation Pipeline
The extent to which we formally integrate key customers’ input to our innovation process and work towards a “win-win” in product development
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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126. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 128. Promotion and NPD Forecasting
The extent to which you forecast for special events such as promotions and new product launches and the degree to which collaborative input from your key customers is enlisted in this process
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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129. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 131. Joint Implementation Planning
The extent to which you collaborate with your key customers in the planning and implementation of initiatives
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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132. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 134. Tailored Customer Marketing Activity
The extent to which you tailor marketing activities to each of your key customers to suit their specific requirements and promote differentiation between accounts
Marketing activities might include specific point of sale/merchandising initiatives, advertising or promotional themes
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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135. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 137. Brand POP Orientation
The extent to which your brand plans are oriented towards superior point of purchase execution.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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138. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 141. Customer Performance Reporting
The extent to which the business has a customer performance reporting suite that enables review of financial and Supply chain performance and proactively highlights issues
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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142. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 144. Market Performance Monitoring Tools
We have software and/or analysts that silicate issues raised analysis of continuous data (e.g. retails scan, consumer panel or customer financials). Regularly receive the answer is reported in pre-prepared analyses formats
e.g. Price relative to category average and branding share rather than just the price level.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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145. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 147. Customer Knowledge Library
Our business captures and records all current (reliable) customer insight in a library which is accessible and indexed by topic
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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148. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 150. Space Planning
The extent to which you employ space management disciplines in each of your key customers and to what degree you are used as a source of planning recommendations. Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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151. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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153. PROCESS: SUMMARY
Planning Account planning Resource allocation Validation of robust customer strategies Customer situation analysis Category management process Strategic management of pricing Sales forecasting process
Execution Promotion planning - Financial investment Promotion planning - Internal controls Promotion planning - Tailoring Promotion planning - Reviews Innovation pipeline Promotion and NPD forecasting Joint implementation planning Tailored customer marketing activity Brand POP orientation
Enablers Customer performance reporting Market performance monitoring tools Customer knowledge library Space planning |
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| 155. Sources of Advantage | | |
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| 156. Improvement Opportunities | | |
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* 158. Customer Scorecard
The extent to which your customer plans include a broad range of specific business targets developed in collaboration with your key customers
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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159. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 161. Customer Specific P&L Statements
The extent to which your business understands the true cost to serve and value created of each of your customers and continually monitors this to improve efficiency
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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162. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 164. NPD Performance Scorecard
NDP Performance is measured against the balanced scorecard of Lead KPI’s and Lag (measuring history e.g. Financial Performance, Brand Health and speed) KPI’s at both the progam (our NDP performance in total) and the individual initiative level
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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165. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 167. NPD Performance Monitoring
NDP Performance monitoring is embedded through a score card which measures all key financial metrics, speed of distribution, rate of sale and all the executional and operational measures and this is reviewed regularly cross-functionally
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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168. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 170. New Product Tracking
The extent to which you track the progress of your distribution and sell-through of new product launches
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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171. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 173. Customer Oriented Measurement
The extent to which your regular reporting tools and data analysis is able to reflect your key customers viewpoint of performance
For example you track category performance, total category profit, Customer GMROI, stock turns and margin performance as well as your own.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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174. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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176. MEASURES: Management |
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* 177. Business Management – Contingency Planning
The extent to which you have contingency plans pre-prepared collaboratively by business function (sales, operations, procurement etc) incorporating internal and external stakeholders (Marketing/Agencies and materials suppliers etc) should you strike difficulties in reaching or servicing your NDP or business targets
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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178. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 180. Budget Management
The extent to which each Customer’s budget is controlled in line with agreed Sales and Marketing plans and forecasts and the extent to which it is administered flexibly to manage both long and short term brand value
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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181. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 183. Customer Business Performance Management
To the extent which the customers holistic performance is formally and consistently measured and communicated across the organisation
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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184. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 186. Customer Planning Review
The extent to which your customer plans are regularly reviewed and updated
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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187. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 189. Initiative Execution Effectiveness
The extent to which the execution and implementation of Customer Plans and initiatives are measured
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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190. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 192. ROI Reviews
The degree to which you review investment on initiatives across financial metrics and involve your key customers in this process
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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193. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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195. MEASURES SUMMARY
KPIs Customer scorecard Customer specific P&L statements NPD performance scorecard New product tracking Customer oriented measurement
Management Business management - Contingency planning Budget management Customer planning review Initiative execution effectiveness ROI reviews |
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| 196. Sources of Advantage | | |
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| 197. Improvement Opportunities | | |
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198. PEOPLE: Organisation |
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* 199. Position Descriptions, Responsibilities & Authority Level
Position Descriptions for each role within Sales exist that define the levels of the specific outcomes the role is accountable for, the specific authority levels (i.e. which role the position has in which decisions, e.g. a recommender or decider and to what $ value) and include the standard tasks the role will be expected to perform
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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200. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 202. Performance – KPI Accountability
To the extent that individuals within the commercial team have absolute clarity in what they are accountable for and they take ownership for the deliverables
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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203. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 205. Performance Link to Rewards
The extent to which we reward our people for both individual and team performance
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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206. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 208. Succession Planning
The extent to which succession plans exist in Sales as part of a company-wide Succession strategy. Demonstrated capability in Customer Management is a significant factor in succession planning for any Sales or Marketing that reports to a functional leader (e.g. Sales Director)
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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209. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 211. Objective Skill Audits
The extent to which you have Annual skill audits that include objective assessment techniques (e.g. reviews of actual work examples, interviews by specialists) and the extent to which specific levels are expected for an individual’s current role and the next role up the hierarchy
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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212. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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* 214. Cross-Functional Working
The extent to which your functions work together in executing customer plans and responding to ad-hoc customer issues (issues that arise outside of plan)
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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215. Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: L1 Minimal Impact, L2 Noticeable Impact, L3 Competitive Edge L4 Step Change, L5 Game Change
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217. PEOPLE SUMMARY
Organisation Position descriptions, responsibilities & authority levels Performance - KPI accountability Performance link to rewards Succession planning Objective skill audits Cross functional working
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| 218. Sources of Advantage | | |
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| 219. Improvement Opportunities | | |
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