here - Kantar Retail

Transcription

20 1 6 TRA D E PRO M O T I ON S O L U T IO NS
TECHNOLOGY
TRADE PROMOTION SOLUTIONS
R O U N D TA B L E PA R T I C I PA N T S :
FRED SCHROEDER
CEO
Adesso Solutions
SOLUTIONS GUIDE
A RESOURCE SUPPLEMENT TO CGT MAGAZINE
RICK PENSA
President/CEO
CPGToolBox
Diving Into Trade Promotions
STEVE PEPPLER
Chief Product Officer
Flintfox
Trade Promotion (TP) experts from Adesso Solutions, CPGToolBox,
Flintfox, T-Pro Solutions, UpClear, Kantar Retail XTEL, and Nielsen draw
from their experience to address the current challenges and trends in the
TP landscape. They provide their insight into where the consumer goods
(CG) industry is in terms of trade-related capabilities, and for those
companies that have Trade Promotion Management (TPM) in place, is
Trade Promotion Optimization (TPO) the next step? Plus, how should
companies approach major process changes in change management?
Where is the consumer
goods industry in terms of
trade-related capabilities?
STEVE PEPPLER: Trade related capabilities vary wildly. There are those organizations who do very little until a deduction
is received, through to those organizations who are managing their trade activity centrally with very little control in the
hands of their sales professionals. What is
preventing many from investing further
in technology is a disbelief in the ability
of the field teams to consistently comply
with the procedures necessary to keep
their systems current and accurate. The
benefits of a closed loop TPM system
WAYNE SPENCER
President
T-Pro Solutions
are still heavily reliant on timely and accurate promotional data being entered
before the activity is executed or paid for.
Common experience is that compliance
with process in the field tends to drop
off rapidly in year two of a TPM process
implementation. As a result, many in
the industry are looking to reduce the
complexity of their trade programs by
implementing top down process control,
focusing more on club or box store channels, or reducing the number of managed accounts to a smaller number of
key accounts.
THIERRY SOUDEE
CEO
UpClear
THIERRY SOUDEE: Across the CG industry, there are many companies still
wedded to spreadsheets, either used to
MIKE DORGAN
VP, Revenue Managment
and Optimization
Nielsen
ALAN MILLER
VP Sales North America
MARY ANTIL
North America
Pre-Sales Manger
Kantar Retail XTEL
RICK HALL
Global Head, Sales
Effectiveness
SPONSORED BY
UpClear
R
TECHNOLOGY
SOLUTIONS GUIDE
2016 TRADE PROMOTION SOLUTIONS
completely manage their trade spend
or to provide “workarounds” because
their existing TPM software is now
several years old and behind industry
developments. The first group tend to
be businesses which have never had a
TPM solution, either because they are
younger businesses, or have concerns
about the cost and flexibility of the solutions they believe are available. Much of
this unease stems from horror stories of
on-premise “heavy” as well as costly
implementations of first generation
TPM software.
The second group are early adopters of these same solutions, who, over
the subsequent years, have found that
the lack of functionality, reporting, and
flexibility has required the creation of
spreadsheet workarounds to give them
the data, control, and governance required. Only now, with the advent of
SaaS, subscription-based, and constantly evolving solutions, are both groups
(and emerging players) able to step up
for a high degree of flexibility and a
quick ROI.
ALAN MILLER & MARY ANTIL: CG
Companies have matured in their
TPM/TPO capabilities. The majority of
manufacturers have implemented or intend to implement a solution. However,
there are still a large percentage that also
complement their TPM solutions with
complex spreadsheets that are difficult
to manage and make data aggregation
and integration a difficult task.
Currently, there is a desire by CG
companies to expand their capabilities
to include capabilities such as predictive planning, analytics and TPO.
CG companies have invested heavily, resources and dollars, with their
chosen vendors and they are now very
experienced buyers. They want to partner with a vendor that can grow with
their changing needs. It is important
TSG2
C G T | M AY 2 0 1 6 | C O N S U M E R G O O D S . C O M
for CG companies to look at the full capabilities of their vendor partner to enable them to continue to enhance their
TPM/O capabilities. Keeping in mind
that CG companies have increased
measurement efforts at the same time
retailers have implemented solutions of
their own to measure trade promotion
impact on consumer behavior.
exposed.
Obstacles to implementing TPM solutions are partially industry self-inflicted:
• Early implementations cost $ millions, years and didn’t work
• Niche TPM systems were weak
and service poor
• Mergers made it worse because
software doesn’t merge
WAYNE SPENCER: Spreadsheet dependency for trade promotion management in the CPG sector still represents a
significant percentage of all CPG manufacturers. There is a perception due to
past TPM/TPO implementations that
the cost, complexity and net gain in the
ability to quantify a return on the trade
spend does not make financial sense.
The opposite is true today due to the
evolution of the ability to handle “Big
Data” in a SaaS cloud environment,
coupled with sophisticated accurate
predictive models. A world class TPM/
TPO system can return a conservative
10x-12x return on the annual software
provider license fees. Additionally, with
the right software service provider today the IT involvement regarding a
successful implementation is minimal.
RICK PENSA: Despite the advancements and accessibility of TPM technology, industry studies and top food
brokers will confirm that 70 percent of
CG manufacturers still rely on spreadsheets to manage trade spend. This over
dependency on spreadsheets continues
to plague productivity, growth, planning and forecasting accuracy, and visibility to where and why trade dollars
are spent. Organizations still shy away
from adopting a true TPM software solution because they believe it will be
too expensive or the implementation
process will take 18 months. While that
is no longer the case, especially with
a cloud-based TPM solution provider,
these overly common knee jerk reactions to adopting technology may be a
mask for the real excuse – change management. Change management is a true
hurdle, especially when there is an overriding concern from TPM practitioners
that a big brother type mentality will
seep into the organization in the form
of accountability and visibility.
FRED SCHROEDER: It varies based
upon CPG level. Tier 1 / Tier 2 CPG’s
have solutions to “manage” trade
spending but are often from major ERP
providers so very expensive, take a long
time to implement, and often not easy
to use.
Lower level Tier 2 / higher Tier 3
CPG’s (SMB market) have TPM niche
providers but many have limited functionality, and were designed by software people versus CPG trade experts
resulting in a poor understanding of
trade spending.
Thousands of Tier 3 SMB CPG’s
still use spreadsheets because they’re
good enough / hassle free, they have
limited IT / financial resources, and
some senior sales folks don’t want flaws
RICK HALL & MIKE DORGAN: Across
the CG industry progress has been
made with respect to the transactional
elements of trade. For the most part,
companies today are successfully tracking the money flow associated with
their trade spend, some continuing their
dependence on spreadsheets. Improvement in tracking where money has been
spent is not the same as improvement in
understanding where money should be
spent. The dominant method of promotion planning remains repetition or “do-
TECHNOLOGY
SOLUTIONS GUIDE
ing what we did last year.” And most
promotion plans (even those aided by
world-class software) are made completely independent of pricing plans
and overall account plans (which are
all-too-often in spreadsheets). Breaking that cycle of year ago planning and
binding promotion trade planning to
the whole account plan are enormous
opportunities for the industry. This
can be achieved through insights-driven
trade planning. More organizations will
implement software when they see the
value in it. When that value is merely the
tracking of money, it rarely justifies the
cost and disruption associated with these
implementations.
For those companies
that have TPM in place,
is Trade Promotion Optimization the next step?
SPENCER: The data source requirements for a successful TPM implementation are rather straight forward.
The client needs to provide customer
shipment data at the PPG/SKU level
(depending on how the client plans
events), corresponding spending information by event, COG’s and consumption data (IRI, Nielsen or customer direct). In addition, but not mandatory
the client should be supplying consumer/shopper marketing spending
information to accomplish a more accurate assessment of the incremental
volume/profit of specific promotion
events. This information will enable
real-time post promotion analysis as
well as predictive customer scenario
planning capability with the use of accurate baselines and lift coefficients
(both historical and predictive).
PENSA: Once a TPM solution is in
TSG4
place there are several steps an organization must accomplish before even thinking about TPO. First, the organization
must ensure 100 percent user adoption
and consistent usage. That leap of putting
the tool into play every single day must
be successfully achieved across every
department. The next step is to execute
an in-depth data acquisition. You have
to organize the data, believe in the data
and set crystal clear KPIs. Then and only
then is an organization amply prepared
to move to TPO. The move from TPM to
TPO is not about hitting a button and making a switch. It’s a committed and strategic
journey that does not include convenient
shortcuts along the way.
HALL & DORGAN: All companies can
get significant benefits from TPO as defined as the application of insights and
analytics to pricing and promotions decisions. Having TPM is not a pre-requisite
to gaining benefits from TPO. The trick is
to apply insights and analytics in a way
that is complementary to each company’s
unique situation. In other words, the first
pre-requisite for successfully implementing TPO is to discard the notion that TPO
is a uniform and indivisible set of capabilities. Globally, TPO implementations range
from insights and predictive analytics capabilities seamlessly integrated into TPM
to simple and powerful metrics that are
presented to the user at the right time, in
the right way, facilitating the user’s ability
to make immediate strategic use of them.
The keys to a successful TPO implementation therefore don’t lie in the prerequisites, but in how it’s executed. First,
TPO must be simple and not get in the
way of the user’s core planning needs.
Secondly, it can’t intimidate the user with
analytics that s/he can’t grasp quickly.
Finally, the insights and analytics must be
relevant and directly align with the user’s
business objectives.
SCHROEDER: TPO is absolutely not
the next step! There are few case studies
of TPO actually working and in some
conferences it’s actually been referred
to as the “evasive” TPO even among
Tier 1 CPG’s.
A. We believe the next step after TPM
for CPG’s, particularly those with limited time / resources internally, is TPE
– Trade Promotion Effectiveness.
B. TPE starts with a core TPM system for visibility and control of trade
spending.
C. Then software for scenario planning is needed where selected plans
can be uploaded directly into the TPM
system avoiding time and errors from
manual double entry. Ours is called Offline Planner.
D. Finally we help in 2 other areas:
l Trade Management Services such
as Outsourced System Administration to address internal turnover
and training issues.
l Trade Marketing Services such as
Key Account Analysis where our
CPG trade experts analyze top promoted groups at key accounts to
maximize trade effectiveness.
SOUDEE: This very much depends on
what TPM solution a company has. For
those with first generation TPM, the
answer is probably “No.” The inflexibility of the software, the resulting
spreadsheet workarounds, low enduser usability and poor (particularly
3rd party) data integration, usually
means that these businesses are not
getting the benefits they should be
from their existing TPM solution. In
such cases, considering the effectiveness of their current solution should
probably take precedent and TPO is a
step too far.
Of course, CG companies who are
using 2nd generation TPM should
absolutely be looking at the benefits
TPO software can bring. Being able to
integrate TPO insight across a business
when embedded into a TPM solution
can deliver true value. You can cre-
TECHNOLOGY
SOLUTIONS GUIDE
ate plans for both sales and revenue
management teams by having 3rd party data, alongside in-house shipment
metrics. This provides 360o insight into
shopper demands, drivers and trends.
MILLER & ANTIL: TPO means different
things to different CG companies. But
yes, Trade Promotion Evaluation and
Optimization is the next step for many
companies. CG companies typically place
the most emphasis on lift and profitability, while retailers continue to emphasize
impact on the category. TPE allows a CG
company scenario management and
post-event analysis capabilities. TPO
allows for pre-promo simulation and
promotion calendar optimization.
It is all about the data, the manufacturer will need good promotion data,
sales data and customer POS and/or
syndicated data. With the right solution they can effectively start to evaluate, measure and optimize their trade
spend. If you break it down it is leveraging both internal and external data,
data standardization and data cleansing and modeling. It is a journey for
most CG companies, focusing on their
top customers and brands first. Quick
wins can be achieved by identifying
and eliminating the bad spends and
re-investing those same dollars in an
effective trade promotion.
The opportunity for CG companies
is to identify and understand the key
measurements for their company and
use the results to improve the promotion efficiency and effectiveness. It will
be important to consider the impact to
the shopper, understand baseline, cannibalization, halo effect, forward buying, promotional dips, price, frequency
(including highly promoted products),
ROI, lift and profitability.
For CG companies selecting a TPO
solution it is not just about the technical capabilities, it is about the end user
TSG6
experience and collaboration with your
partner to support business and the
shopper changes.
PEPPLER: Trade promotion optimization is an appropriate next step for
those who are very good at capturing
information about the activity that was
expected, as well as that which was
actually performed by customers during a promotion. The biggest benefit
of TPO is understanding which activities and what combination of activities generate the greatest return. The
quality of display, the reaction of the
competition, (including the retailer
themselves with their store branded
products) and the level of compliance
across the account often drive results
more than the depth of the discount.
Without capturing the full set of relevant data, the TPO solution won’t have
access to all of the key drivers and may
give inconsistent or misleading results.
Therefore, the main prerequisite for a
successful implementation of TPO is
to ensure a process is in place that rewards the field for capturing accurate
data and then rewards them even more
with TPO in place.
3
Change management
is often an under-appreciated aspect of
trade-related projects. How should companies
approach major process changes in this area?
MILLER & ANTIL: Change management is under-valued in a TPM/O
project. This can lead to more difficult
deployments and poor user adoption. The implementation framework
should include 3 key areas: 1. Process
Review, 2. Process Implementation,
which includes both the solution and
the change management and 3. Process
Embedding.
Process review should include discovery and potentially an As-Is assessment, To-Be process maps should be
developed, along with Business Rules
to support the new process and solution. A cross functional team needs to
participate in this activity to gain the
correct input and support.
Process Implementation includes
solution deployment along with a TPM
Change Management approach to support the change in Vision and Strategy,
a readiness and risk assessment of the
organization, a capabilities assessment
of the team and a communication plan
for delivery.
The final step is Process Embedding
which encompasses solution maintenance and the continuous effort to
build and govern the necessary capabilities in the organization to ensure
commercial success.
SCHROEDER: First, it has to be supported at the top. The philosophy of
the chief commercial officer at one of
our client’s was “If it’s not in the Adesso
TPM System it doesn’t exist.” This sets
proper expectations for the organization, it’s not just “if you get a chance,”
it’s a must do responsibility.
It’s critical to provide initial training
and ongoing training to help current users become super users and bring new
users onboard.
Too often TPM systems are not
nearly effective as they could be because of a lack of proper usage of the
system that goes unnoticed. That’s
why Adesso created the “Diagnostics”
component of our System Effectiveness
service. We can provide monthly usage
by users including brokers so the CPG
can see how often the users enter the
system and whether they are entering
the correct KPI’s e.g., just spending and
not volume.
TECHNOLOGY
SOLUTIONS GUIDE
ingrained or else the benefits or ‘carrot’
won’t encourage the adoption of the
TPM system and processes.
PENSA: Managing process changes is
not an easy feat. The act of acknowledging and then agreeing to change
is the easy part; mandating change
and enforcing change is a whole lot
tougher. The most successful change
management strategies have senior
leadership at the helm who remain
steadfast despite complaints and push
back. They make it very clear that the
system can’t be circumvented. There
has to be a culture shift that forces one
hundred percent full dedication and
reliance on the solution. Convincing
the team that they want to use the solution really comes down to training,
training, and then some more training.
Supplying on-going training sessions
as well as a fully stocked library of easy
to follow tip sheets and quick, simple
videos is a best practice many organizations often gloss over.
PEPPLER: Change management is
the single most important aspect of
all trade related projects involving the
field. Brokers who have long worked
with spreadsheets and disparate systems across multiple accounts will
likely have seen systems come and go.
The only way to ensure compliance
with a requirement that up to date
promotional data is captured in advance of activity being performed is
to ensure that the field will benefit as
much as the back office. Compliance
with procedures needs to be managed
with both a ‘carrot’ and a ‘stick.’ Regular monitoring, reporting, and evaluation of the accuracy of the data, the
timeliness of updates, and the amount
of automation enabled by not having
to email or phone front line personnel is required. Equally as important,
a review of promotional success and
sharing of learnings to assist the field
in achieving their goals must become
TSG8
SOUDEE: At UpClear, change management and end-user adoption are key to
our implementations, since, without
such a focus, any transformation program will fail. Key in our experience is
to give a core group very early access
to the software, usually within days of
the project “Kick-Off,” so that they feel
involved in the development of “their”
solution. Within this core group, we
always involve end-users, giving them
“ownership.” Sales, for example, have
their accounts included in a pilot rollout. These people then become the
“change advocates,” explaining the
benefits to their colleagues initially, before actually conducting training prior
to a full company roll-out.
This early software exposure, pilot,
“train the trainer,” then full roll-out, is a
model that we have used across Europe,
Japan and China, with Danone being a
prime example. This model, along with
intuitive software that end-users can
see the benefits of themselves, facilitates
user adoption.
HALL & DORGAN: The change management aspect of trade related projects is definitely under-appreciated.
There are numerous examples of companies embarking on major systems
implementations only to be challenged
and impaired by legacy processes and
organization structure, and as importantly, competing incentives. Having
said that, there are also many examples
of companies ignoring or delaying the
realization of significant incremental
improvements while transfixed by the
promises (and disruptions) often associated with the multi-year and multimillion dollar transformation.
Our years of experience addressing
revenue management have revealed
that there are some common themes
to effective trade strategy. No organization succeeds on all of these points,
but success follows companies that are
able to embrace some combination that
works for their business:
Simplify the Process: Put into place
an organizational structure and capabilities to support a disciplined yet collaborative planning process;
Commit to Setting Trade Rates
Stratigically: Take a more strategic
and analytical approach to setting fund
policy and trade rates;
Develop Guidelines and Guardrails that allow account teams to align
customer plans to national strategies;
and
Partner with Customers to develop localized promotion calendars and
track ongoing joint business planning
(JBP) objectives.
SPENCER: Change management is critical for successful TPO implementation,
with senior management support being
essential for facilitating adoption. This
approach is successful with our clients:
1. Identify departments that will utilize the two major TPO components Post-Promotion Analytics and Customer Promotion Planning. Select a “Power
User” from each department that will
champion adoption.
2. Ask these leaders to assess current
pain points, processes, non-value activities and training needs.
3. Identify progressive end users in
each group to test the solution during
the pilot stage to ensure it meets their
peers’ needs.
4. Identify how individual roles and
responsibilities will change and publish
during training.
5. Identify if the resources exist to
evaluate all accounts or if a gradual
rollout with a focus on top customers
is necessary.
6. Determine a formal rollout and
future training plan. Start sales training
right before planning so it’s fresh.
TECHNOLOGY
SOLUTIONS GUIDE
2016 TRADE
PROMOTION SOLUTIONS
COMPA N Y/ W EB SI TE
PRO DU CT
KEY CG
C U S T O ME R S
U N I Q U E F E AT U R E S /B E N E F I T S
Accenture CAS
Accenture CAS
TPM & Accenture
Cloud TPM
• Bumble Bee
• L’Oréal
• Sun Products
With Accenture’s front office CG industry knowledge and software
with Salesforce, the software solution supports different routes to
market, sales and delivery models and geographies: Offers flexibility and usability, on-premise and on the cloud.
Flamingo TPM
• Ebro Foods
• Post Foods
• Reynolds
Consumer
Products
Very user friendly; Deep functionality (planning, execution and
settlement); Offline Planner; Yellow shading indicating mandatory entry fields; Integration to payments capabilities; Hovers to
expose underlying data; Hyperlinks to rest of application
• R&B Foods
• Edgewell
Personal Care
• Jarden
Consumer
Brands
Offers full closed-loop management TPM. Users are able to plan,
deploy, execute and settle all promotional activity within one
solution: Provides a dynamic relationship hierarchy enabling you
to manage direct sales, indirect sales and consumer sales.
CPGToolBox
Trade Planner
• Del Monte
• Fruit of the
Loom
• Slimfast
The only TPM solution built on the Salesforce platform provides
above average usability, excellent UI, rapid implementation, full
functionality and TPM workﬂow at an attractive price point.
Eversight Offer
Innovation
• Coca-Cola
• Kimberly-Clark
Corp.
• Mars Inc.
Provides a method of promotion analysis that looks forward to
improve the performance of in-store trade promotions. Leverages
the rise of omnichannel shopping to enable its customers to digitally micro-test different real-world promotions with shoppers.
Exceedra
Integrated
SalesPlanner
• ACH Foods
• McKee Foods
• Bayer
Broader footprint that supports TPM, TPO, Customer Business
Planning, Demand Planning, and supports the S&OP process.
Exceedra help its clients improve trade, streamline business planning, support S&OP, and enable agile decision making.
Flintfox Trade
and Revenue
Management
• Daisy Brand
• New Belgium
Brewery
• Tasti Brands
Flintfox drives increased sales, ensures margin visibility, and
optimizes revenue by managing the entire pocket price waterfall
from list to net to all retrospective programs including billbacks,
rebates, and commissions.
www.accenture.com
Adesso
Solutions
www.adessosolutions.com
SEE A D O N PAGE TSG 11
AFS
Technologies,Inc.
AFS TPM Retail
www.afsi.com
CPGToolBox
www.cpgtoolbox.com
Eversight
www.eversightlabs.com
Exceedra Inc.
www.exceedra.com
Flintfox
International
www.flintfox.com
SEE A D O N PAGE 2
IBM
https://www.ibm.com/analytics/
us/en/industry/consumer-prod
ucts/index.html
Sales and
Promotion
Analytics
Clients in multiple
geographies and
multiple categories
Pre-integrated analytics and data management platform enables
fit-for-purpose solution tailored to company requirements. Leverages hyper-local data and advanced analytics to improve pre and
post event analysis, and demand planning.
Note: Participating companies identified only their primary solution in this space. Visit company web sites for info on additional solutions.
TSG10
TSG_TPS_26-28_Chart_v5.indd 10
4/26/16 3:45 PM
TECHNOLOGY
SOLUTIONS GUIDE
COMPA N Y/ W EB SI TE
Kantar
Retail XTEL
www.kantarretail.com\xtel
2016 TRADE
PROMOTION SOLUTIONS
PRO DU CT
Kantar Retail
XTEL Sales
Platform
KEY CG
C U S T O ME R S
Top manufacturing companies the
global CG industry
NeoGrid
North America
NeoGrid.com
Nielsen
www.nielsen.com
SAP
www.sap.com/consumer
Sequoya
www.sequoya.com
SYSPRO
www.syspro.com
T-Pro
Solutions
www.t-prosolutions.com
NeoGrid Trade
Promotion
Management
Revenue
Management
and Optimization
(RMO)
SAP Trade
Management
TPM/TPO
Web Services
Integration
www.UpClear.com
• Johnsonville
Foods
• Kellogg’s
• Red Bull
Confidential
Unlike traditional TPM solutions that manage less than 30 percent
of the process, NeoGrid TPM eliminates spreadsheets altogether
empowering users with a single cloud-based solution that covers
the entire process.
RMO uniquely combines comprehensive market data, powerful
analytics, with integrated TPM and TPO applications and deep
insights-activation expertise, to help clients achieve results wherever they are on their trade promotion optimization journey.
SAP Trade Management empowers consumer products sales
leaders to be customer P&L owners driving revenue, volume, and
profitability that helps enable both internal margin growth and
customer category growth.
Sequoya’s TPM/TPO Web Services Integration enables Predictive
Modeling, Simulation & Optimization in any TPM environment.
Leverage Sequoya’s modeling, analytical & integration expertise
to extend the capabilities of your TPM solution.
• The Libman
Company
• Perio, Inc.
• Traditional
Breads, Inc.
A comprehensive system, which automates supplier initiated
trade promotions, including TPM, deductions Mgmt., complex
pricing and multi-tier credit checking: Targeted at SMB manufacturers and distributors that sell products through retail outlets.
T-Pro Analytics
• Ainsworth
Pet Nutrition
• Kellogg’s
• Sargento
T-Pro Analytics empowers CPG manufacturers to optimize their
trade promotion spending by integrating data silos, providing
real-time KPI analysis and applying predictive analytics for accurate customer-based scenario planning.
UpClear
BluePlanner
• Danone Group
• King’s Hawaiian
Bakery
• Warburtons
UpClear’s SaaS system is the most configurable Sales Planning,
TPM, TPO, and Analytics solution on the market. Proof? It has
been deployed in 20 countries in just a few years.
Confidential
Wipro Promax Analytics Solutions, a Wipro Group Company, is a
specialist in delivering TPM/O solutions and services designed to
ensure clients achieve the most efficient and effective return on
their promotion investment.
Wipro Promax
Analytic Solutions
Most of the largest
companies in the
global CPG industry
Industry-dedicated sales platform with footprint for analysis,
simulation, optimization and execution of the entire promotion
cycle recognized as excellent and unique by analysts. +20 year
proven record in the CG industry for clients around the globe.
SYSPRO Trade
Promotion and
Deductions
Management
System
UpClear
• Danone
• Kellogg’s
• PepsiCo
U N I Q U E F E AT U R E S /B E N E F I TS
Promax
www.pro ma x t p o .c o m
Note: Participating companies identified only their primary solution in this space. Visit company web sites for info on additional solutions.
TSG12
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4/26/16 3:46 PM

here - Kantar Retail

Transcription

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