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P-O-P and RFPs/RFQs: Best Practices in Sourcing In-Store Marketing ...

16 pages

P-O-P and RFPs/RFQs: Best Practices in Sourcing In-Store Marketing ...

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Ajouté le : 21 juillet 2011
Lecture(s) : 61
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P-O-P and RFPs/RFQs: Best Practices in Sourcing In-Store Marketing Programs
$80.00 U.S. ($99.00 CAN)
Prof. David Stec Vice President The Center for Lean Business Management Kensington, Conn.
An In-Store Marketing Institute White Paper
P-O-P and RFPs: Best Practices in Sourcing In-Store Marketing Programs Table Contents Preamble 3 The Complexity of P-O-P Displays 3 P-O-P Displays and the RFP* Process 5 Best Practices in the RFP* Process 5 I. Best Practices: Buyers 7 II. Best Practices: Sellers 10 III. Use of Intermediaries 13 IV. Conclusion and Next Steps 13 V. Additional Discussion 15 References 16 *While the terms “RFP” and “RFQ” have distinct meanings, many people have come to use them interchangeably. For simplicity, the term “RFP” is used throughout this white paper.
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This industry white paper was underwritten and developed in cooperation with the following companies: Alliance, a division of Rock-Tenn Co. Mechtronics Corp. AMD Industries Inc. Menasha Display Company Arrow Display, A Division of Mannkraft New Dimensions Research The Carlson Group Inc. Niven Marketing Group Design Display Group Taurus Display Corp. Display Connection TimBar Packaging and Display Henschel-Steinau Inc. Trans World Marketing Ideal/Origin United Displaycraft Frank Mayer & Associates Inc. Wetzel Brothers
David Stec, Vice President of The Center for Lean Business Management, is an expert on lean operations and supply chain management. His career includes over 15 years experience in the aerospace industry working for Boeing, the Wyman-Gordon Company, and Pratt & Whitney, where he gained engineering experience in design and manufacturing and held management positions in operations and supply management. He is an instructor in the School of Technology at Central Connecticut State University.
P-O-P and RFPs: Best Practices in Sourcing In-Store Marketing Programs
PREAMBLE Marketinghasalwaysbeenviewedmoreasanartthanascience. Thatperceptionoriginatedintheearlydaysofmassmediaadvertising,whenthemajorityof consumerscouldbereachedthroughrelativelyfewchannels,andthecreativityoftheadvertising messageitselfwasviewedasthekeydriverofmarketingsuccessorfailure. Ithasbeenperpetuated,however,bynecessity:Whileaudiencemeasurement,consumerpollingand otherresearchtechniqueshaveprovidedacceptablestandardsforbrandmarketerstouseinassessing success,thedifficultyindirectlyattributingsalesgrowthtoanyonemarketingtacticletaloneto anycreativeelementofacampaignhasmadeitdifficulttoassignanyscientificcalculationstothe  marketingprocess. Withthefragmentationoftraditionalmediasonce-massaudienceintohard-to-targetaudienceniches drivingupthecostsofmarketing,andwithlittleinthewayofformulastoquantifytheirreturnonthat marketinginvestment,manycompanieshavesoughttorelievefinancialpressuresthroughpractices thatmightyieldaquantifiableresult:namely,cost-reduction. Thus,abusinessfunctionhistoricallyevaluatedonsuchintangiblesascreativityandinnovation increasinglyisjudgedonfiscalcertainties.Themeritsofanadvertisingcampaign,therefore,are evaluatedontheexpensesrequiredtoconductit,notonthepotentialimpactitmighthaveon themarketplace;marketingagenciesandsuppliersareevaluatedandselectedbasedontheircost projections,notontheirstrategicinsight,creativetalentsandprogrammanagementskills. Thisshifthashadasignificantimpactonthedevelopmentofin-storemarketingprograms  . Traditionally,thecreationofdisplaysandsignswasviewedasabelow-the-linetacticandsales expensethatwastobemonitoredandmanaged  .Inrecentyears,theleadingCPGbrandshavebegun torecognizein-storemarketingasabrand-buildingstrategyandamarketinginvestmenttobe cultivated.However,thewaveofcost-reductionprogramsismakingtheoldertactic/expensepoint-of-viewevenmorepronounced,tothepointwhereallaspectsofP-O-Parecomingtobetreatedequally i.e.,ascommoditiesbeitasimplesignholderorthestructuralengineeringbehindapermanent metal-and-woodfixtureforakeyretailaccount.Intheparametersofthecost-reductionprograms discussedabove,displaysbasicallyarejudgedonlyontheircosts,notontheirpotentialtodrivesales orachieveothermarketinggoals. Thishasledtosourcingreviewsthatassigngreatervaluetoper-unitcoststhantheydotodesign quality  orcreativeexcellence,andtovendorselectionsthatemphasizepricequotesattheexpenseof expertiseandexperience. The Complexity of P-O-P Displays Theabilityofbrandedmerchandisingprogramstosubstantiallyincreasesaleshasbeenproven incountlessstudies.Butmerchandisingisbynomeansfoolproof.Studieshavealsoshownthatsome displaysdelivernoincrementalsalesatall,andinrarecasesevendetractfromaproductstypical salesperformance.Itisdangerous,therefore,toassigncommoditystatustosuchacriticalcomponent ofmarketing.

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