The Shopper in Shorts Ep 04 – Planned Shopper vs Instant Shopper

In this episode, Ankur talks about the difference between Planned Shopper & Instant Shopper and the importance of focusing on both.

(Asbicon is a Shopper focused “Sales & Marketing Support Company” catering to the Consumer Goods and Services sector. Asbicon enables this through its 7 verticals of Capability Development, Dezign Services, Data Services, Research, Assisted Advisory, IT Solutions and Digital Marketing providing Retail & Distribution effectiveness to its clients.)

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Passion in Sales- What are the boundaries?

For the past many years, there is a daily ritual I have. Watching a movie or a series episode everyday. I devote 1 to 2 hours almost daily towards this and feels quite therapeutic, relaxing and interestingly enough provides me with some good insights. After all, the cinematographic worlds many times are a reflection of our real worlds. There are certain clips which inspire,motivate or even force you to think about applications in real life. I will be sharing some of those in days to come but this particular one from a movie I recently watched was hilarious and thought provoking at the same time. How much passion in Sales is Good? Are there or should there be any boundaries? What do you think?

Morrisons strong results driven by balanced focus on consumers,shoppers,category value & employees

Morrisons have just declared their preliminary results which appear relatively strong. These strong results of Morrisons are underpinned by the fact that it had the right balance of focus on consumers, shoppers, on ensuring the sustenance of category values and focus on employee welfare. Provision of more premium ranges and a higher focus on quality further strengthened consumer trust and sentiment. Better availability, fewer out of stocks and shorter check-out times supported by better ordering systems and more tills ensured higher shopper satisfaction and increased shopping trips. Key component also supporting better financial results was sustenance of category values as a result of better range and stronger collaboration with suppliers. Focus on better employee welfare including proposals  for a higher entry pay point of £8.50 per hour have also supported stronger employee engagement. This also proves that the right consumer and shopper proposition needs to be the whole package as demonstrated by Morrisons in these results and doesn’t only need to focus on price.”
Financial Results and Strategic Summary as declared by Morrisons are as below:

Financial summary 

·       

LFL sales ex-fuel/ex-VAT up 1.7%, positive in all four quarters and 2.5% in Q4 

·       

Turnover up 1.2% to £16.3bn (2015/16: £16.1bn) despite store closures

·       

UPBT up 11.6% to £337m, at the upper end of the £330m-£340m guided range (2015/16 UPBT before restructuring costs: £302m)

·       

UPBT up 39.3% (2015/16 UPBT including restructuring costs: £242m)

·       

Underlying EPS up 39.8% to 10.86p (2015/16: 7.77p)

·       

Reported PBT up 49.8% to £325m (2015/16: £217m)

·       

Free cash flow of £670m (2015/16: £854m)

·       

Operating working capital improvement of £360m

·       

Gross debt reduced by £717m, net debt reduced by £552m to £1,194m

·       

Triennial pension valuation complete, with funding surplus of £111m

·       

Final dividend of 3.85p, full year total dividend up 8.6% to 5.43p (2015/16: 5.00p)

 

Strategic and operating highlights

·       

First year of positive LFL sales and UPBT growth since 2011/12

·       

Strong cash flow, gross and net debt down substantially

·       

First year of new dividend policy. Dividend sustainable and covered around two times by underlying EPS 

·       

Fix, Rebuild and Grow strategy starting to build a broader, stronger Morrisons

·       

New partnerships with Amazon, Ocado, Timpson, Rontec, and the revival of the Safeway brand are all capital light growth opportunities 

·       

Further forty ‘Morrisons Daily’ forecourt convenience stores planned with Rontec

 

Financial targets update

·       

£18m of the £50m-£100m incremental PBT target delivered in the first year 

·       

£1bn cost savings achieved. Further productivity and cost savings to come

·       

Good progress with medium-term cash flow targets: achieved over £900m of £1bn working capital, and almost £900m of £1.1bn disposals

·       

Net debt expected to fall to less than £1bn by the end of 2017/18

This information above is from Morrisons update on 9th March 2017. Asbicon has only provided its analysis in the first paragraph

(Asbicon is a Consumer Goods & Services specialist firm focused on “Growth Solutions for Aspiring Brands”. Asbicon enables this through its 5 verticals of Research, Assisted Advisory, Capability Development, Data services & Design services providing Retail & Distribution effectiveness to its clients)

The Birth of a Salesman

The Birth of a Salesman

Hello Everyone,

For those of you who don’t know me, I pride myself on being a salesman at heart. Having started my sales career in the early 90s, have seen interesting changes in sales team’s profiles at different levels and in different geographies across the years. I have been lucky enough to have supported sales and marketing initiatives in more than 50 countries and across different channels from the most organised to the most fragmented such as those supporting BPL( Below poverty line) consumption in the developing world.

In the recent few years there are a few key topics around Sales & Distribution management which I feel very passionate about and I look forward to sharing my thoughts on those with you. One topic which I have seen discussed a lot recently is the relevance of a Sales person in today’s Digital world. I have seen some posts marking the phenomenon as the death of a sales person’s role, lost world of sales etc etc. This amuses me quite a lot as in my view this changing landscape is and should be “The Birth of a Salesman”, birth of a salesman who can be relevant in today’s world, birth of a salesman who can use his amazing skills from previous experiences such as relationship building to bring more life into the management of current channel landscape and birth of a salesman who combines richness of being able to understand customer needs with the agility of being able to fulfill them through the modern digital methods.

I will share more details on that perspective in the next few posts so watch the space. Just wanted to start off the dialogue with all you lovely colleagues, co-professionals, friends and would be friends with an initial thought I felt strongly about.

Have a lovely evening.

Regards,

Ankur Shiv Bhandari