CategoryDevelopment Center-Handbook
How to use this handbook:
After identifying the competency(s) that you will need to work on, click on the link of the competency on page 15
Set S.M.A.R.T Goals, discuss with your supervisor and check in frequently on your progress
Take the classes recommended per your competency level (foundational, advanced, or mastery)
Use the resources and references to help supplement your learning
Work with the Subject Matter Experts (SMEs) and your supervisor for coaching and guidance 2
Handbook Key:
Returns to the Table of Contents
Links to external site for more information
Reading & Extra Resources
Subject Matter Experts
Note
3
Table of Contents
Career Paths/Roles and Responsibilities
Hannaford Strategy
Hannaford Category Management Vision
• Writing a good IDP • SMART Goals • Coaching • GROW Model • Goal Sheet Supervisor Coaching Kit
Category Management Development Center Overview
• IDP Session • Calibration • Category Manger Certification
• Tips & Tricks for Learning Online Maximize Learning Online
My Leadership Journey
Retail Bootcamp
Supply Chain Bootcamp
Category Competencies
Accessing IRI e-Suite
Fresh Only Category Competencies
• Course Information • Recommended Online Learning Sites Course Descriptions
Competency Role Linkage (CS)
Submit Feedback/Suggestions
4
5
6
Hannaford Category Management Development Center Overview
Click on the section for more information
Leadership Development Discovery Insights Process (LDDI)
Category Manager Certification Process
Calibration*
IDP Session
*Calibration is completed by supervisor & CMP leaders
7
IDP Session
4
Review and revise your IDP as needed
3
Implement the plan
2
Self Assessment & Create Direction with SMART Goals
Discuss the Goal
1
Calibration
Goal Setting
Evaluation
Calibration
The process through which consensus is reached on an associate's performance, potential and development opportunities. During this phase, all managers should have entered their ratings for their associates, and everyone is locked out of REVIEWS, until HR completes these calibrations.
Through Calibration, HR and The CMP Leadership team will determine which candidates are High Protentional, Potential, Performing Role, Needs Guidance.
Candidates who are determined start the LDDI process will be:
• Will be considered “on the bench” for the next role* • Identify stretch assignments that will allow the associate to grow within areas of development Stretch assignments will be incorporated in their enhanced IDP • The enhanced IDP will also incorporate developmental opportunities identified through LDDI process
9
IDP Learning & Development Model
Experiential Working with new & challenging experiences (set goals)
70%
Social Learning Build communities & special interest groups (mentoring & coaching)
20%
Training Structured courses, workshops & e-learning (courses, case studies, etc.)
10%
10
Developing an Individual Development Plan & Support
IDP Session
How are you currently doing in your present role?
• Are you getting the job done? • Where are you rating in your functional capabilities? • Are you meeting unforeseen expectations? • Do you hold steady under pressure? • Remember Performance= Results + Behavior
• Individual: for the individual by the individual (with support of the organization) • Development : focus on building capabilities (leadership & technical) to meet success requirements • Plan : an associate driven, ongoing process based on interactionsand accountabilities
What leadership capabilities are you showcasing?
• What could use a little improvement? • How could you showcase these more across the organization? (reaching past your department or functional area?
Where do you want to go?
• Where is your passion? In your current functional area or elsewhere within the organization? • What new skills (technical and soft skills) will you need to be improved your efficiency within?
11
Leadership Development Discovery Insights Process (LDDI)
Who:
Category Associates that have completed Category Manager Certification Program
Category Manager Assessment Process Tools leveraged will be: • Leadership Journey 360 survey • Individual Style Profile • Discovery Insights • Education via online learning & coaching • Testing for Certification through TPG Functional interviews to be completed by panel of CMP Directors • Category competency model* to be used to finalize interview questions
Process Details:
12
Category Manager Certification Process
Why Certify? * Certification is critically important to the success of category management, especially when we consider the rapid changes occurring in our industry. It is essential that we all speak the same language, have a common understanding of the benefits to all parties for certification and the standards are clear.
Associate is level set by taking competency courses (in-person, TPG, and coaching)
Through TPG the following are required:
1. Certification at the Foundation Level (13 courses) 2. Certification at the Advanced Level (14 courses) 3. Certification at the Mastery Level (14 courses)
After testing, TPG will provide results (including certificate and logos)
TPG will maintain the certificate of record indefinitely, but certification is to be renewed annually
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Click Here for More Info
14
Category Management Functional Competencies (Center Store & Fresh)
Click on a competency logo for more information & class listing
Analysis & Insights Developing actionable insights based on an analysis of information and research, which can serve as the basis for decision making, strategy creation and initiatives/solutions Collaborative Partnerships Ability to create internal and external cross-functional relationships that enable the development of beneficial solutions eCommerce Acumen Ability to understand and apply knowledge of eCommerce drivers and insights, partnering with PDL, to develop digital focused solutions which produce sustainable results Financial & Business Acumen Ability to understand and apply knowledge of Hannaford and supplier business financial drivers, practices and concepts to develop ideas/solutions which produce desired sustainable results In-Store & Digital Shelf Management & Merchandising Ability to understand, create, and implement consistent in-store and digital merchandising and shelf management initiatives, utilizing related tools to support Hannaford’s strategies and direction Internal & External Communication & Documentation Ability to communicate with internal partners and external suppliers across functions; communication may be oral or written including formal presentations and required documentation
Negotiation Ability to gain alignment between internal and external parties, while achieving positive business results Pricing & Promotion Ability to understand, develop, and implement pricing and promotion initiatives that support the Hannaford pricing strategy
Product Development & Assortment (Center Store Only)
Ability to develop and/or implement product development and assortment initiatives across all retail formats (On-Line & In-Store) to drive desired business results Strategic Business Planning Ability to, develop and implement comprehensive Category Leadership Solutions, including facilitating tactics and plans that deliver Hannaford’s strategy
Supply Chain (Center Store Only)
Ability to understand, apply and integrate knowledge of Hannaford supply chain capabilities, policies and industry trends to optimize performance Systems & Technology Knowledge and utilization of systems and tools to enable execution of strategies and objectives
15
Category Management Functional Competencies (Fresh Only)
Click on a competency logo for more information & class listing
Assortment Ability to optimize assortment both in-store and on-line, to meet identified customer wants, commercial needs and marketplace competitive positioning Forecasting & Replenishment Ability to understand and utilize Hannaford’s procurement systems, tools and processes to ensure effective logistics for consistent product flow and availability Product, Category, & Industry Knowledge Ability to apply understanding of food safety, product specifications, category, supplier & industry dynamics and marketplace trends to deliver our desired business results Product Development Ability to apply understanding of food safety, product specifications, category, supplier & industry dynamics and marketplace trends to deliver our desired business results
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Center Store Competency-Role Linkage
F (Foundational) A (Advanced) M (Mastery)
Category Manager III Category & Merchandising
Asst. Category Manager Analyst III
Category Analyst II
Pricing Analyst II Pricing
Category Assistant Administrator II
Competencies
Director
Analysis & Insights
M
M
A/M
A
A
F
Collaborative Partnerships
M
A
A
A
F
F
eCommerce Acumen
A/M
A
F/A
F
F
F
Financial & Business Acumen In-Store & Digital Shelf Management & Merchandising
M
M
A/M
A
A
NA
M
A/M
A
A
NA
NA
Internal & External Communication & Documentation
M
A/M
A
A
A
F
Negotiation
M
M
A
F/A
F/A
NA
Pricing & Promotion
A/M
A/M
A/M
A/M
M
F
Product Development & Assortment
M
M
A/M
A
F
F
Strategic Business Planning
M
M
A
F
F
NA
Supply Chain
M
A
F
F
NA
NA
Systems & Technology
A
A
A/M
A/M
A/M
F
Note: In Progress for Fresh CMP & Center Store MP
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Fresh Competency-Role Linkage
F (Foundational) A (Advanced) M (Mastery)
Category Assistant Administrator II
Director Category Management
Assistant Category Manager
Demand Planning Analyst III
Category Manager III
Category Manager I
Category Analyst II
Buyer I
Pricing Analyst III
Pricing Analyst II
Competencies
Ana lysis & Insights
M
M
M
A
A
F
A
A
A
F
Assortment
M
M
M
A
A
A
A
A
A
F
Collaborative Partnerships
M
A
A
A
A
A
F
A
A
F
eCommerce Acumen
M
A
A
A
F
F
F
F
F
N/A
Financial & Business Acumen
M
M
M
A
A
A
A
M
A
F
Forecasting & Replenishment
A
M
M
A
F
M
M
F
F
F
In-Store & Digital Merchandising
M
M
A
A
F
F
F
F
F
F
Internal & External Communication & Documentation
M
M
M
A
A
A
A
A
A
F
Negotiation
M
M
M
A
A
A
A
F
F
F
Pricing & Promotion
M
A
A
A
A
A
F
M
M
F
Product, Category, & Industry Knowledge
M
M
M
A
A
F
A
F
F
F
Product Development
A
M
M
A
A
F
F
F
F
F
Strategic Business Planning
M
M
A
A
F
F
F
F
F
F
Systems & Technology
A
A
A
A
A
M
A
A
A
F
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Analysis & Insights
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Analysis & Insights
Developing actionable insights based on an analysis of information and research, which can serve as the basis for decision making, strategy creation and initiatives/solutions.
Foundation
Advanced
Mastery
Accesses general consumer, shopper, market and product information and uses in day-to-day work • Understands the standard information such as consumer/shopper segmentation, category hierarchies, etc. • Understands the tools and methodology for how in- store & online consumer insights are reached • Identifies and acts on in-store & online consumer trends • Understands and uses basic data analytic techniques • Knows basic sources of in-store & online traffic and how each is trending toward driving sales growth • Uses basic facts and data appropriately • Compiles information from a variety of s ources in a timely manner • Accesses standard information sourcesand databases • Draws basic conclusions about in-store and online behavioral data • Routinely uses analyses and insights in(from various thought partners) day-to-day decision-making • FRESH ONLY Conducts analyses related to the categorystrategy& goals • FRESH ONLY Develops insights about competitor's strengths & weaknesses
Translates data and information into successful initiatives
Uses insights to develop strategies which anticipate changes in the marketplace
• Uses data effectively to support the value proposition of ideas, proposals, etc. • Determines what information is relevant to a particular situation based on his/her understanding of the needs, issues, challenges and strategies • Identifies and incorporates relevant insights in s upport of his/her proposals and recommendations • Identifies opportunities to use insights to give Hannaford a competitive advantage • Compiles and analyzes in-store & online consumer/shopper information from a variety of sources both internal and external • Translates knowledge and data into actionable ins ights that form the basis of new tactics and s tra tegies • Uses shopper data (where available) to help develop successful Category Business Plans strategies and shopper tactics • Encourages supplier resources to deliver actionable insights to leverage against category strategies and objectives • Uses syndicated data (IRI) to influence performance through new or refined tactics & strategies • Develops targeted new business questions retrieved from shopper data systems • Uses insights to help to connect the category to the defined role & make strategic choices
• Anticipates future needs of the consumer/shopper within the category from a variety of perspectives, including omnichannel • Anticipates future needs within the category from a variety of perspectives • Anticipates new and emerging competitors and markets through an understanding and interpretation of varied types of data • Uses insights to help to connect the category to the defined role and make strategic choices • Builds in-store and online insight and analysis capabilities within the team to be perceived as a thought leader • Translates knowledge and data from a variety of sources into forward-thinking insights that form the basis of new strategic direction • Identifies knowledge gaps and develops the research plans to address them • Develops targeted new business questions to retrieve from shopper data systems • Collaborates with supplier resources to execute
solutions through proprietary insights for Hannaford specific category s trategies and objectives
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© 2020 The Partnering Group, Inc.
Proprietary and confidential
Analysis & Insights
Developing actionable insights based on an analysis of information and research, which can serve as the basis for decision making, strategy creation and initiatives/solutions
Foundation
Accesses general consumer, shopper, market and product information and uses in day-to-day work
Managing and Analyzing Data in Excel (LinkedIn learning)
Business Analytics (Coursera)
Data Analysis Essentials (Udemy) $
Advanced
Translates data and information into successful initiatives
Presenting Data Visually (The Presentation Company-schedule through CI&T) $$
Influencing with Visuals (The Presentation Company) $$
Root Cause Analysis (RBS Learning Services)
Advanced Business Analytics (Coursera)
TPG- Consumer and Shopper Analytics and Actionable Insights
Mastery
Uses insights to develop strategies which anticipate changes in the marketplace
Strategic Business Analytics (Coursera) Communicating Business Analytics Results (Coursera)
Micro Masters in Business Analytics (edX-Columbia University) $
Business Analytics From Data to Insights: Executive Education
(Wharton UPENN)$$
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IRI- Data Detective Session $$
Reading/References
Data Analytics Made Accessible, A. Maheshwari
If you’ve just started to learn about data, or if you’re not quite sure how it works— this book offers a wealth of information. Data Analytics Made Accessible breaks down data analysis into an easy to follow, digestible format. By offering real-world examples (instead of complex hypothetical situations), readers at any skill level will be able to pick up this data analytics book and follow along to learn the basics. This resource is so well-received that several universities have included it in the required reading for many analytics courses.
Too Big To Ignore: The Business Case for Big Data, P. Simon
Whether you’re skeptical about or intrigued by business uses for big data, this is the go - to big data book. The author does an incredible job of examining and laying out how businesses and even local governments are using big data to their advantage. With several case studies and quotes from big data professionals all over the world, Too Big To Ignore: The Business Case for Big Data is a must-read for anyone entering the field. Readers will gain valuable insight on turning data into intelligence, and intelligence into something actionable.
Developing Analytic Talent: Becoming a Data Scientist, V. Granville
By reading this book, you will learn how to develop detailed analytics that can help you meet business goals. The author explores the more intricate aspects of data science, the required skills and how to acquire them. You will be able to explore the skills that employers are looking for and understand how the growing demand for big data has furthered the demand for data professionals. This in-depth book includes job interview questions, sample resumes, salary surveys and examples of job postings. Readers can also explore case studies that explain how data science is utilized on Wall Street, in botnet detection, in digital advertising and more.
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Reading/References
Retail Analytics: The Secret Weapon
Retailers collect a huge amount of data, but don't know what to do with it. Retail Analytics not only provides a broad understanding of retail, but also shows how to put accumulated data to optimal use. Each chapter covers a different focus of the retail environment, from retail basics and organization structures to common retail database designs. Packed with case studies and examples, this book insightfully reveals how you can begin using your business data as a strategic advantage.
Storytelling with Data
Storytelling with Data teaches you the fundamentals of data visualization and how to communicate effectively with data. You'll discover the power of storytelling and the way to make data a pivotal point in your story. The lessons in this illuminative text are grounded in theory but made accessible through numerous real-world examples — ready for immediate application to your next graph or presentation.
HBR Guide to Data Analytics Basics for Managers
Today's business environment brings with it an onslaught of data. Now more than ever, managers must know how to tease insight from data--to understand where the numbers come from, make sense of them, and use them to inform tough decisions. How do you get started?
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Case Study: Insights & Analysis Foundation Level
Using the following Period Business Review for your category (click here), review the data & identify key successes & opportunities in the Category. Click here to fill access the case study worksheet.
What Vendor(s) are performing well and why?
How is the Category doing v. the ROM?
Identify 3 questions the data would make you want to know more?
What are the opportunity areas and why?
24
Case Study: Insights & Analysis Advanced Level Based off the insights within the foundational level case-study and the questions provided. What are some action steps & a strategy you can do to help solve for the opportunity areas and answer the questions: Click here to access the case study worksheet.
Question 1:
Answer/Solution:
Question 2:
Answer/Solution:
Answer/Solution:
Question 3:
25
Case Study: Insights & Analysis Mastery Level After reviewing the e-Commerce (MHR & Loyalty Data) in the Period Business Review. Identify where there are opportunities to grow Loyalty. What strategies would you enforce to increase loyalty & spend? Also, with the eCom Basket Data, what strategy would you use
to maintain the HTG Baskets & Pick-Up? Click here for the case study worksheet.
26
Subject Matter Experts Reach out to the following business areas or people for coaching or guidance within this subject.
BUSINESS AREA
CONTACT INFO:
Elise Kern Elise.Kern@delhaize.com Erin Murphy Erin.Murphy@IRInsights.com
IRI
Nancy Dumais Nancy.Dumais@hannaford.com
Shopper Loyalty
Nathan Jewel Melanie Daigle Jaime Michaud Nate Sprague Nate Spence Justin Turner Katie Wallace
Category SMEs
27
Assortment (Fresh Only)
28
Assortment
Ability to optimize assortment both in-store and on-line, to meet identified customer wants, commercial needs and marketplace competitive positioning
Foundation
Advanced
Mastery
Identifies areas for gaining significant and substantial competitive advantage through assortment initiatives
Understands new in-store and online assortment tactics
Develops tactical solutions based upon strategic direction
• Recommends new in-store and online assortment initiatives
• Executes in-store and online assortment tactics and is aware of how they are used to achieve brand or category objectives • Explains Hannaford product hierarchy and how it informs categories and their definition • Communicates product assortment objectives related to the assigned category, including Local and Private Brands • Ensures that assortment recommendation timelines link with merchandising calendar and processes • Us es the Cost Model to s tudy competitive comparison items • Considers consumer/industry trends and changing consumer needs • Shifts assortment with seasonal needs • Executes plans which achieve planogram compliance at store level • Analyzes competitive assortment strategies • Uses competitive market data to ensure that assortments achieve market share objectives • Follows set up process for all new items • Considers store cluster implications (Market, Market Model, Model, Peak) in assortment decisions • Explains how to determine the best channel for product to flow • Communicates Product, Placement Ownership standards
• Develops and/or executes innovative category strategies and initiatives related to strategic opportunities for product innovation and assortment changes, employing shopper/consumer- focused data • Sees the longer-term impact of assortment tactics on the business results and P&L • Identifies white-space opportunities for gaining significant and substantial competitive advantage • Develops plans to manage assortment challenges brought about as a result of SKU proliferation • Coaches team members and in development and execution of assortment initiatives
• Recommends adjustment of assortment tactics to solve unanticipated problems which arise at store level or online • Develops effective assortment tactical solutions • Evaluates and understands competitive in-store and online activity • Utilizes competitive market data and CPT Tool to identify item assortment opportunities • Uses competitive market data to ensure that assortments achieve market share objectives • Develops assortment tactics based on the market-specific idiosyncrasies and shopper life- style impacts on in-store and online assortment and brands • Conducts product line comparisons across suppliers and brands • Assists in the forecasting with the buying team of unanticipated in- store and online needs • Considers the impact of new assortment and vendor minimums on DC capacity and overall supply chain • Adjusts assortment strategy based on shrink/inventory trends and impacts to the overall portfolio
29
Assortment
Ability to optimize assortment both in-store and on-line, to meet identified customer wants, commercial needs and marketplace competitive positioning
Foundation
Understands new in- store and online assortment tactics
IRI Basics (CI&Training) Retail Marketing & Assortment
Advanced
Develops tactical solutions based upon strategic direction
IRI: Using the CPT Tool (CI&Training)
Mastery
Identifies areas for gaining significant and substantial competitive advantage through assortment initiatives
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Reading/References
CFI- Corporate Assortment Strategies
On this website, read about various assortment strategies that are executed both in-store and online. Assortment strategies are important to learn in order to directly interact with customers om product mix and purchase decisions.
What is Cost Modeling?
In this article, we will first have a brief overview of the cost modeling process. Once that is done, we will also have a look at the various important decisions which are undertaken during the development of the cost model.
Analytical Assortment Optimization: McKinsey
Assortment management has evolved significantly beyond simple performance metrics such as total sales or rotation numbers. In fact, big data and advanced analytics now enable comprehensive analyses of customer behavior at the push of a button. An example of this is McKinsey’s walk rate metric, which quantifies a product’s uniqueness by predicting the share of product sales that transfer to other products in the category when the product is delisted and the share that would “walk away” and be lost sales for the retailer
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Case Study: Assortment Foundation Level
Understands new in- store and online assortment tactics.
32
Case Study: Assortment Advanced Level
Develops tactical solutions based upon strategic direction.
33
Case Study: Assortment Mastery Level
Identifies areas for gaining significant and substantial competitive advantage through assortment initiatives.
34
Subject Matter Experts Reach out to the following business areas or people for coaching or guidance within this subject.
BUSINESS AREA
CONTACT INFO:
35
Collaborative Partnerships
36
Collaborative Partnerships
Ability to create internal and external cross-functional relationships that enable the development of beneficial solutions
Foundation
Advanced
Mastery
Interacts with direct supplier contacts using a basic understanding of their needs
Works collaboratively with contacts across the supplier organization
Develops business based on long-term vision and supplier collaboration at the highest levels • Develops relationships with the highest-level current and future leaders of the supplier organization that shape the supplier strategic direction • Interfaces across functions, both internal and external, to develop mutually beneficial initiatives and solutions • Leverages deep knowledge of the competitive landscape to enhance business plans and other innovations • Leads the resolution of complex issues, leveraging senior level relationships • Regularly meets with senior management of the supplier to develop collaborative business plans measured by joint scorecard metrics • Leverages total cross functional resources to increase total value proposition • Utilizes trust and integrity to have full transparency to discuss sensitive issues • Acts as a digital change agent in proposing and evangelizing new eCommerce & Omnichannel initiatives with Leadership and cross-functional teams • Leads and influences Ahold Delhaize business partners on a variety of projects and activities, maximizing shared results • FRESH ONLY: leverages appropriate relationships to proactively resolve potential issues • FRESH ONLY: coaches team members as they develop collaborative partnerships with others
• Adheres to Hannaford's policies on ethics regarding vendor/supplier relationships • Understands supplier business and operations, both in traditional and online formats • Effectively handles supplier concerns, questions and objections • Integrates an understanding of the needs and direction of internal and external business partners into strategy development • Identifies barriers between internal and external relationships and identifies potential solutions • Listens to and interprets collective feedback and incorporates into current or future proposals • Maintains current understanding of industry and supplier strategies, issues and challenges • Understands who makes, influences, owns and implements decisions in our organization, Ahold Delhaize USA, RBS, and Peapod Digital Labs • Understands the supplier decision making hierarchy • Communicates with Ahold Delhaize business partners, maximizing efficiencies and cost savings benefits • FRESH ONLY: collaborates with retail partners using understanding of roles & responsibilities at retail • FRESH ONLY: follows the communication process for engaging retail
• Develops relationships throughout Hannaford & supplier organizations • Proposes and implements effective solutions to problems without subsequent adverse consequences elsewhere for either Hannaford or its suppliers • Interfaces across functions at the supplier to develop mutually beneficial initiatives and actionable solutions • Collaboratively creates a joint action plan to gain significant and sustained competitive advantage • Identifies barriers between internal and external relationships and takes actions to enable solutions • Uses creative thinking to anticipate mutual opportunities and acts on them • Resolves issues using appropriate relationships • Collaborates with suppliers to achieve high level results • Educates & evangelizes eCommerce & Omnichannel initiatives with cross-functional teams • Understands who makes, influences, owns and implements decisions in the supplier organization • Collaborates with Ahold Delhaize business partners on a variety of projects and activities, maximizing shared results • FRESH ONLY: consults with others to assure successful programs are implemented sustainably. • FRESH ONLY: builds relationships & network with appropriate retail leadership levels.
37
© 2020 The Partnering Group, Inc.
Proprietary and confidential
Collaborative Partnerships
Ability to create internal and external cross-functional relationships that enable the development of beneficial solutions
Foundation
Interacts with direct supplier contacts using a basic understanding of their needs
Personal Accountability (Hannaford Learning)
Building Business Relationships (LinkedIn Learning)
The Art of Asking for and Receiving Feedback (Hannaford Learning) Works collaboratively with contacts across the supplier organization
Advanced
Strategic Partnerships (LinkedIn Learning)
The Art of Gving Feedback (Hannaford Learning)
Managing a Remote Team (CI&Training)
Leading Effective Meetings (RBS Learning Services)
Emotional Intelligence (Hannaford Learning)
Build Trust, Credibility, and Respect (Dale Carnegie)
TPG-Building Productive Relationships
Mastery
Develops business based on long-term vision and supplier collaboration at the highest levels
High performance Collaboration (Coursera.org)
TPG Establishing Industry Thought Leadership
38
Reading/References
Collaboration in the Workplace: A Guide for Building Better Teams Collaborating in the Workplace arms readers with tips to help teams collaborate and create more powerful outcomes. Focusing on the key skills necessary for effective collaboration, along with practical exercises to help improve these skills, the goal of this informative volume is to encourage the creation of connections that lead to powerful communication and better results.
Collaboration: How Leaders Avoid the Traps, Build Common Ground, and Reap Big Results
Morten Hansen’s book, The Collaboration Imperative, helps managers better understand what collaboration is and how to build the right framework for their organization. Using case studies, interviews and research, Hansen shares practical advice selecting the right implement tools and building strategies
10 Laws of Trust: Building the Bonds that Make a Business Great
In The 10 Laws of Trust, JetBlue chairman Joel Peterson explores how a culture of trust gives companies an edge. How does it feel to work for a firm where leaders and colleagues trust one another? Freed from micromanagement and rivalry, every employee contributes his or her best. Risk- taking and innovation become the norm. With this book in hand, you’ll be able to plant the seeds of trust – and reap the rewards of reputation, profits, and success.
39
Reading/References
Active Listening Vlog through Virtual Speech
Learn, review and read about active listening. Understand how to build relationships, solve problems, and become a better listener.
Helping Your Team Feel the Purpose in Their Work
Read the Harvard Business Review article to gain insights and examples on how to develop your team and make them feel purpose within their role in the organization.
40
Case Study: Collaborative Partnerships Foundation Level
Through the next year: connect and meet with a business partner within a different department. Work to meet weekly or bi-weekly. Document the relationship changes within the first 30, 60, 90 days. Click here for the case study worksheet .
30 days
90 days
60 days
Shared Goal(s)
How do you work together?
What can you work on together?
41
Case Study: Collaborative Partnerships Advanced Level
Identify an area of opportunity within one of your Category(s). Identify key business areas you can partner with to turn the opportunity into either an innovation or positive business case. Meet with the business areas to help solve & create solutions for the opportunity. Click here for the case study worksheet. Define the Opportunity:
What’s the Root Cause? :
Business Partner(s) to help ideate & provide solutions:
Did your solution solve the issue (Y/N/) and how? :
42
Case Study: Collaborative Partnerships Mastery Level
• Develops business based on long-term vision and supplier collaboration at the highest levels .
• Thinking long-term, identify a vendor(s) who your category partners well with (JBP or BBP vendor).
• Think about a current issue shopper may have with your category, identify a project that your category could partner with that vendor(s) to solve that issue for the shoppers.
(Example: Hannaford Produce, during the summer, shoppers may not shop our stores as frequently as the rest of the year because they may be going to local farmer’s markets. Idea: Hannaford Local Farmers Market Outside of the Store or in the Parking lot. Partner with local suppliers to plan and execute)
43
Subject Matter Experts Reach out to the following business areas or people for coaching or guidance within this subject.
BUSINESS AREA
CONTACT INFO:
Bill Thompson (Director A-Brands Sourcing) wpthompson@foodlion.com
A-Brands Sourcing
Fresh Sourcing
Jennifer Merriman (Director Fresh Sourcing) Jennifer.Merriman@peapoddigitallabs.com
Continuous Improvement & Training
Jonathan Wiegand (Director of CI&T) Jonathan.Wiegand@peapoddigitallabs.com
44
eCommerce Acumen
45
eCommerce Acumen
Ability to understand and apply knowledge of eCommerce drivers and insights, partnering with PDL, to develop digital focused solutions which produce sustainable results
Advanced
Foundation
Mastery
Integrates new technologies into all sales and category plans to maximize customer connections, engagement and increase sales • Identifies detailed ways toimprove traffic, conversion, average order value,and frequencyto growtransaction size and customer lifetime value • Identifies and executes digital marketing opportunities that drive awareness, traffic, and loyalty • Optimizes category placement within Hannaford’s sites/apps’ navigation filters • Consistently audits the online experience of categories (Availability, Search Results) • Leverages tools to both monitor and improve basic item content (e.g., online availability, title, images, SEO (Search Engine Optimization) copy, product reviews), conversion, and the online consumer experience both on external sites and on Hannaford’s digital properties • Recommends improvements to site merchandising using strong knowledge of eCommerce, consumer behavior, online sales & margin performance, web analytics metrics, and standard digital reports • Proactively identifies and recommends eCommerce opportunities and trade partnerships • Incorporates eCommerce activation, platforms and trade partnerships in sales and category plans • Provides counsel to cross-functional partners and suppliers on how shoppers use different eCommerce channels • Interacts with Peapod Digital Labs and ADUSA centralized teams on eCommerce issues and projects • FRESH ONLY: Strongly supports and educates other on eCommerce and Omnichannel initiatives with cross- functional teams
Applies a basic understanding of eCommerce in devising and executing retail plans
Provides significant value through extensive knowledge of eCommerce
• Approaches the business with an eCommerce customer lens and knowledge of omnichannel consumer behavior • Guides recommendations using an understanding of eCommerce fundamentals, digital consumer insights, and how retailers & suppliers affect changes online • Knows basic sources of traffic for own categories and how each is trending toward driving Hannaford’s eCommerce sales growth • Presents category recommendations based on performance within all digital channels (Click & Collect and Home Delivery), eCommerce Penetration, and web analytics metrics such as traffic, conversion, average order value, basket growth, online out-of-stock rates, bounce rates, and cart abandonment, and ecommerce operational metrics (i.e., “Missed”) • Collaborates with cross-functional partners and suppliers to understand how customers shop and purchase their categories online • Understands the details of how (desktop, mobile web, and mobile app) site merchandising is executed, including processes, systems & capabilities • Understands how Peapod Digital Labs and ADUSA centralized teams interact with Hannaford’s Category Management and Digital teams
• Drives incremental traffic tooptimize Hannaford’s onsite and offsite targeting capabilities • Champions test & learns to explore new ways for Hannaford omnichannel shoppers to engage online and in-store • Applies an understanding of the algorithms to drive key aspects of eCommerce personalization and optimizes or tunes the results • Consults with suppliers and partners on how to optimize site merchandising using knowledge of best-in-class technologies and techniques for enhanced content & syndication • Actively builds an eCommerce business network that provides access to breaking news, industry trends, trade partners and opportunities and presents about how changes will impact Hannaford’s strategies • Helps to sell in new supply chain and product packaging solutions that optimize the eCommerce value chain • Understands the profitability of the eCommerce business and uses it to shape initiatives • Creates a category leading program to increase review count (e.g., syndicating from brand sites) and monitors review content for product development or for customer service • Implements the brand’s best practices by working across all Brands of ADUSA, leveraging our size and scale • FRESH ONLY: Acts as a digital change agent in proposing and supporting new eCommerce and omnichannel initiatives with leadership and cross-functional teams
46
© 2020 The Partnering Group, Inc.
Proprietary and confidential
eCommerce Acumen
Ability to understand and apply knowledge of eCommerce drivers and insights, partnering with PDL, to develop digital focused solutions which produce sustainable results
Foundation
Applies a basic understanding of eCommerce in devising and executing retail plans
Pre-foundational Omnichannel Videos on the Knowledge Center
Omnichannel 101 (Video)
Introduction to eCommerce (CI&T) (COMING SOON)
Introduction to e-commerce (Video)
Integrates new technologies into all sales and category plans to maximize customer connections, engagement and increase sales
Advanced
Digital Marketing Specialization (7 courses- Coursera.org)
TPG- Shopper Behavior and Loyalty Building
Understanding Omnichannel retailing (3-week course: edX)$
Mastery
Provides significant value through extensive knowledge of eCommerce
TPG- Next Generation Retailing : emerging channels & technology
47
Reading/References
Omnichannel Retail: how to build winning stores in a digital world
Learn, review and read about active listening. Understand how to build relationships, solve problems, and become a better listener.
The Future of Omnichannel Retail: Predictions in the age of Amazon
Learn: how the two essential aspects of shopping, discovery and fulfillment, contribute to when consumers are more likely to purchase online or offline. why shopping provides either "time well spent" or "time well saved," and how to leverage that. What retailers and retail real estate developers are doing to stay relevant. how a two-axis model can help you accurately predict online and offline shopping behavior for many products and shopping occasions.
Reengineering Retail: The Future of Selling in a Post-Digital World
Explores the coming revolution in the global retail and consumer goods market, offering sales and marketing executives a roadmap to the future.
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Case Study: eCommerce Acumen Foundation Level
Identify 3 branded items in your categories. Share below screen shots of how the items are put in front of a customer via eCommerce and if the online tactics would entice you as a shopper? (hint: use the Hannaford rewards app, Hannaford.com, etc.) Click here for the case study worksheet Item 1 Item 2 Item 3
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Case Study: eCommerce Acumen Advanced Level
Integrates new technologies into all sales and category plans to maximize customer connections, engagement and increase sales
50
Case Study: eCommerce Acumen Mastery Level
Provides significant value through extensive knowledge of eCommerce
51
Subject Matter Experts Reach out to the following business areas or people for coaching or guidance within this subject.
BUSINESS AREA
CONTACT INFO:
Bobby Watts Bobby.Watts@peapoddigitallabs.com Todd Jacobs Todd.Jacobs@peapoddigitallabs.com Laurie Zinick Laurie.Zinick@peapoddigitallabs.com Michael Hess Michael.Hess@peapoddigitallabs.com
Peapod Digital Labs
Mark Bradeen mbradeen@hannaford.com
Hannaford eCommerce
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Financial & Business Acumen
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Financial & Business Acumen
Ability to understand and apply knowledge of Hannaford and supplier business financial drivers, practices and concepts to develop ideas/solutions which produce desired sustainable results
Advanced
Mastery
Foundation
Builds on high level knowledge of corporate business and financial principles and concepts to deliver results
Uses knowledge of Hannaford and its supplier business and financial priorities and drivers to produce agreed upon results • Engages in proactive recommendations based on the drivers of Hannaford’s profitability and sales growth • Uses insights to anticipate how his/her activities and proposals will impact both Hannaford’s and its suppliers’ growth • Plans actions using knowledge of what drives in- store and online market share and private brands penetration • Understands business and economic trends and how they impact Hannaford’s and its suppliers’ businesses • Develops joint scorecard with suppliers to measure plan success • Regularly conducts post event ROI analyses • Leverages resources efficiently (technology, planning & forecasting tools, etc.) • Impacts Vendor Allowances and another supplier funding • FRESH ONLY: Plans for how retail will execute designed programs to ensure maximum profitability- considering retail realities when making decisions • FRESH ONLY: Engages with Fresh Sourcing/ Should Cost team to understand cost impacts • FRESH ONLY: Considers retail financial KPIs • FRESH ONLY: Conducts analyses to provide insights to retail VFA results • FRESHONLY: Identifies or negotiates value in support of our dependable value
Makes day-to-day decisions using basic business and financial concepts and principles • Cons iders the implications of Hannaford and s upplier financial measures in making decisions • Makes recommendations that produce results consistent with financial priorities • Understands and applies basic in-store and online financial measures to conduct gap/opportunity analysis • Understands the drivers of Hannaford’s profitability, including key eCommerce costs that impact profitability • Understands the concept of Vendor Allowances • Learns from the results of recent events • Captures information needed to complete a category contract review checklist for Category Manager approval • FRESH ONLY: Considers the impacts each decision has on shrink & its impact on overall profitability • FRESH ONLY: Considers the impact of decisions on Hannaford’s share • FRESH ONLY: Communicates retail inventory procedures
• Assumes responsibility for assigned profitability or Category results • Models and articulates financial implications of ideas, propositions, etc. • Develops and maintains a current understanding of how domestic and global industry trends and shifts are changing the brick and mortar and eCommerce business landscape for Hannaford and its suppliers • Anticipates, reacts, and/or adjusts to where the business is going • Thinks analytically about the desired long-term business and financial results • Develops metrics and scorecards which continuously drive omnichannel decision-making to produce break-through results on the top and bottom line • Tra ns fer's business a nd financial knowledge to others • Leverages resources to achieve maximum efficiency (technology, planning and forecasting tools, etc.) • Drives growth and maximizes Vendor Allowances and another supplier funding • FRESH ONLY: Leads peers & teammates to recognize & understand business opportunities in their own areas of expertise
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© 2020 The Partnering Group, Inc.
Proprietary and confidential
Financial & Business Acumen
Ability to understand and apply knowledge of Hannaford and supplier business financial drivers, practices and concepts to develop ideas/solutions which produce desired sustainable results
Foundation
Makes day-to-day decisions using basic business and financial concepts and principles
Financial Analysis (LinkedIn Learning)
Understanding Business (LinkedIn Learning)
Business Financials Explained (LinkedIn Learning)
Finance & Accounting for Beginners to Intermediate (udemy) $
TPG- Retailer and Manufacture Finance
Advanced
Uses knowledge of Hannaford and its supplier business and financial priorities and drivers to produce agreed upon results
How Merchandising Decisions Affect your P&L (CI&Training)
Financial Acumen for Non-Financial Managers (coursera-4-week course)
Develop a Toolkit for Making and Understanding Financial Decisions (Harvard Business School: 6 modules) $$
TPG- Financial Analysis of Shopper & Category Concepts and Initiatives
Mastery
Builds on high level knowledge of corporate business and financial principles and concepts to deliver results
TPG Value Chain Analysis
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