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Sticky Learning Lunch 47: Increase Your Category Opportunities
Today’s topic, Increase the Number of Category Opportunities Landed Part 4.
73% of your Category Opportunities Never Make it to Store.
You will learn: – Each of the 7 parts of the MBM Category Management Funnel. – How each part is essential to creating an effective Category Management approach. – Various tools and techniques to support each stage of the process.
You Can Read the Full Transcript Below:
Nathan Simmonds:
Good afternoon. Sticky lunches. I don’t know, is that the right way? Getting this? Yeah, I’m just getting my screen up here. Bear with me while we get that going. Share screen. Oh, hold on. There we go. That was the problem. ’cause I wasn’t the presenter.
Nathan Simmonds:
Okay, now we’re, now we are here. Okay, we’re in. Welcome everyone to today’s sticky learning, uh, with me, Nathan Simmons and Andy Palmer, resident expert in category management. We’re just gonna give it 30 seconds while we wait for the last people to arrive in the room. And then we are going to crack on and share stage four of the 73% funnel. Let’s just give it a moment. Let’s make sure we’re setting ourselves up for success.
Nathan Simmonds:
Mobile phones up and higher. Let’s make sure the little plane is lit up, zero out the distraction, a hundred percent attention on you and what you are doing here. Let’s make sure also that you are hydrated here, is getting warmer here in the uk. Thankfully, we might actually have a summer this time, who knows? Um, although according to the government, they have canceled some of this year, but I don’t think technically you can do that.
Nathan Simmonds:
So let’s make sure you’re staying hydrated, you’re keeping your brain lubricated. And also let’s make sure you’ve got a fresh page for fresh thinking. So let’s get these ideas. Any ideas that Andy is sharing, any questions that I asked that trigger a new thought, let’s make sure we’re getting them down there on that sheet so that you can go back and remember, reread and reignite that thinking to keep your learning sticky. I think we’re almost on time, but do you know what?
Nathan Simmonds:
I’m actually gonna say this at the beginning of this episode, rather than at the end of it, if you have not registered for tomorrow’s sticky learning lunch, I’m putting that if it’s, if you cannot see it in the chat box right now, I’m putting that in the chat box. Hold on. He says, bear with me. I’m putting the link in there for tomorrow’s session and all our future sessions in the chat box right now.
Nathan Simmonds:
So if you have not already registered for tomorrow’s session, for next week’s sessions, whatever it is, the link is there. Please click on that, get that screen ready for you to go in there and register for the future sessions. And also, it’s there for you to copy and paste and share to your friends if you know someone that’s gonna get value from category management. If you know someone that’s gonna get value from, uh, a deep dive on their own leadership skills in the next week, share this link with them.
Nathan Simmonds:
Let them know about sticky learning lunches and get them involved in these classrooms to help them take their thinking to the next level. Let’s do this. Welcome everyone to the rooms. It’s good to see you all. Thank you, Tim. Good to be here. McKayla. McKayla, good to see you. First time. Fiona, Fabian, Darren Collin, thank you very much for being a greatly appreciated. Let’s dive in. Welcome to today’s Sticky Learning lunch with me, Nathan Simmons, senior leadership coach and trainer for MBM Making Business Matter.
Nathan Simmonds:
We are the leadership and development and soft skills provider to the grocery and manufacturing industry. I do with these sessions is just to help you be the best version of you in the work that you do, especially in category management. Andy, welcome back for day four of this. Thanks very much for being here. What are we covering today,
Andy Palmer:
Nathan? We are now moving down into the fourth stage of our funnel. This is around turning and analysis and understanding into opportunities. So this is where the fun sex stuff happens. Um, we back in last week, talked about green category targets and more, better understanding our shopper. Yesterday we, uh, covered understanding our channel or our supermarket. Today we’re getting into turning analysis from all those various data sources and information that we have, information turning those things into opportunities. Then for the next few days, we’ll then figure out how we can sell those opportunities and those opportunities in store and close off our funnel by taking some learnings back. That’s what today’s about.
Nathan Simmonds:
Great, and Andy dropped the word in there, sexy about the analysis side of thing. Andy is very blue, he is very analytical, so he is gonna use words like the sexy when it comes to data. It’s not everyone’s cup of tea. What I will say is, though data is absolutely vital, you know, we can’t always make the right decision. What it is though, is when we get that information, then we can make better decisions on what it is we’re gonna be doing in order to get to know our supermarkets better, in order to get better, know who are, um, our shoppers and our preparers and our eaters are, and making sure actually we’re creating the right opportunities for those people when they go into our stores as well.
Andy Palmer:
Absolutely. I thought it was worth, uh, me just kind of caveating the, the blue comment, uh, as opposed to blue may, may have certain meanings, um, but it also from, from our kind of, uh, terminology means I am very analytical, very left brain thinking. It’s one of those, uh, psychometric profiles that puts me in a quadrant that happens to be colored blue as opposed to maybe how I
Nathan Simmonds:
Your actual emotion .
Andy Palmer:
Yeah, I’m trying to figure out how big a hole I was digging. Um, but there we go.
Nathan Simmonds:
But look, you know, and that’s a great, that’s a great lead. I was gonna say, that leads us on, we have looked to booking in some future sessions around HBDI and profiling, um, and I think that’s a great lead into that. Now, if you are interested in understanding your, your psychometrics psychoanalysis on what we do in those, on those profiling, there’s also that link that’s gonna take you through to those future sections. We’ll cover some of that as well, so we can get into that in a bit more as we progress in the coming weeks. So let’s dive in. What does, what does section number four this funnel look like? And I’m gonna skip along that slide so you can see a bit more of this as we go in and
Andy Palmer:
Great stuff. Um, yeah, so it, it’s taking all of the information that we’ve got and right now out in the world, there is a ton of data. We know that qualitative data, quantitative data, and, and typically we see most category managers and category analysts get lost in the data. There is just such a volume of it. Um, they jump into the data, uh, and effectively we look at it, it’s a bit like a black hole. They just kinda get sucked into this thing.
Andy Palmer:
And then the time is spent generating charts and tables and graphs and hundreds of these various different pages. But actually what we’re really looking to do is challenge the people we work with to come up with insight, true insight that leads to recommendation. We talked about it yesterday. Let is absolutely more, it’s not about presenting. A nice big deck is about presenting real hard, powerful category management opportunities that can drive a category forward.
Andy Palmer:
Um, I’ve got a huge toolbox of techniques and calculations and formulas and things like that. Now we’re not gonna be able to cover all of those. So I’ve got a sample that we can share with you today. If you’re hungry for this and you want to know more because this is an area where maybe you wanna improve on, then hey, let’s, let’s start that conversation, uh, um, later on this afternoon. More than happy to kind of, uh, explore that with you to ensure that, uh, you’re, you’re getting this bit right because getting this bit right just means everything we do with our category management is underpinned with solid data, powerful recommendations.
Nathan Simmonds:
Good. I’m just looking here, just making sure I’ve got all the right information to hand. So where have you seen, and when you talk to other companies about this and look for examples, where have you seen good examples of this data being used?
Andy Palmer:
I think it’s, it’s any company that has clarity on what we talked about on day one, having that target and then tailoring what they’re doing to achieve that. So there are 1,000,001 examples of where it’s done particularly well. And equally there is the, a whole range of suppliers out there that are not doing it well. They’re, they’re getting all this data and then they’re not focusing on what’s really important. What’s really important is using the data to back up things like hypotheses. And for me, I believe briefly mentioned this the other day, this is one of my biggest tips.
Andy Palmer:
If we can start with hypothesis or hippos as we, uh, lovingly call them, um, we can then more better focus our, our time and our effort into understanding those. So it’s that stuff that starts, I believe market share’s going out. I believe we’ve got less customers than we had last year.
Andy Palmer:
I believe there’s an opportunity by driving X, Y, or Z. And then it’s about testing them. If we can develop those hypotheses first, as opposed to just jumping into the data, data and, you know, getting lost in 101 Excel tabs, then test it, prove it right or wrong, we will then be able to start on a journey of understanding where the true category recommendations are. Um, there’s 1,000,001 different examples. I think the key bit for me, the takeaway there is to really start with, uh, hypothesis and then go away and test them. Um, yeah, that’s probably, uh, my succinct answer for a change.
Nathan Simmonds:
And, and I think it’s important that we, every day is a school day and also every day’s an experimentation day. And it is understanding as a business, as an individual, whatever the, okay, I’ve got a hypothesis. What are my KPIs? What are my metrics that are really gonna add the most value to my business? Okay. And then laying those hypotheses over the top of it, okay, I think this is gonna happen, which is gonna drive this, which looks like this in these key performance indicators. And then going and testing it out and having a look and seeing what comes back.
Andy Palmer:
It is, and, and I think typically with all the data sources that are out there, and you start naming some of the really big ones, cant, our market panel Nielsen data, um, all the way through to our qualitative data of the different focus groups or shopper interviews that we could do, typically with the majority of data, we look retrospectively it’s what’s happened. Let’s look back at the last four weeks. Let’s look back at the last quarter, the last half year, the last year.
Andy Palmer:
So we’re always looking back at our data, and again, another one people to kind of take away the concept of actually why not look forward and do what we call as future forecasting. If you’ve got a block of data in Excel, there is nothing stopping you from highlighting that block of data. It’s, you know, set out on time across the top various rows, and then maybe they’re all your, your skew level data.
Andy Palmer:
There’s nothing stopping you highlighting a chunk of data and dragging it out, but dragging it out. Excel will automatically forecast what could potentially happen. We can use that with a kind of, you know, being mindful of the data source that we’ve got, but we could use that to consider what’s happening. Are we gonna start seeing a downward trend in a certain set of products? Are we gonna start seeing an upward trend in a certain set of products?
Andy Palmer:
So for me, data isn’t just about looking retrospectively, it’s about looking what could be coming around the corner, what, what, you know, what’s on the horizon Start to factor into things like weather because we know that has a massive impact. Promotions, new products coming in, products going out, increasing distribution, big long list. Of course we starting then to figure out where the opportunities certainly lie. So it’s not always about looking backwards. Sometimes looking forward can be, uh, equally if not more valuable.
Nathan Simmonds:
And I think that’s important. And I don’t think enough leaders do this, and I’ve got this from personal experience myself. Where I’ve had the greatest successes is sitting there in October, November of, of the, at the end of the year and looking at especially what’s happened over in, in fresh produce, et cetera. It’s easy to do that. You can see how harvest has gone. You can see how sales have gone over the course of that year. And then you can start to kind of, even as a rough rule of thumb, like you say, click and drag through your Excel just to see what those potential percentage increment increases or decreases are.
Nathan Simmonds:
Okay, rough rule of thumb, what does it look like? Okay, it looks like this. Based on that information, what do I think I would do now? What sort of conversations will I have with my sales team? What sort of conversation will I have with logistics in order to prepare them for those highs and lows that we can see that come through the course of that year based on the last three years of, of actual activities? Mm-hmm,
Andy Palmer:
Absolutely looking, spotting those, those shocker trends that are gonna happen that we know happen every year. And some that, um, maybe we, we didn’t know about because we’ve made some changes to our range rationalization or proliferation. Uh, and then trying to figure out what’s gonna happen, what that means to ensure that we a a very simple level remain in stock, but at the same time see what trends are starting to occur that we can really start to capitalize on. It is absolutely key.
Nathan Simmonds:
And it is, and I don’t think, again, from personal circumstance, situations where I’ve seen this in certain leaders, you know, those conversations that give people the forewarning, oh, February looks like this. Oh, June looks like this. Oh, I remember that Andy said that was gonna happen. Okay, now it’s happening. You know, when forewarned is fore armed, you know, the people in your teams can come up with alternative solutions. People in your store can see category management opportunities ’cause they’re gonna understand what’s gonna happen in two, three months time and feed that back into the engine so that actually you get a better result in that category space you’re work in it.
Andy Palmer:
Absolutely. I think, you know, it’s, it’s having those pre-prepared questions of where do you see that product going? Where do you see those group of products going? How are they gonna develop Now, those typical questions tend to freak category managers out because we have been so, um, so focused on the past with churning out our charts and our data, which is good. There’s nothing wrong with that, but that’s what we’ve historically always done. We’ve only looked at what’s happened when we start asking those questions of what could happen. Um, they, they throw up a, a whole different set of emotions and opportunities.
Nathan Simmonds:
Okay. That’s, yeah. Bringing up some different ideas for me in, in the ways to approach these sorts of things. What else would you suggest for people to help them get into their data?
Andy Palmer:
Good. Um, hypothesis number one, let’s start with that. We’ve then got those, uh, let’s call those old school tools of s swats and pests. You know, they’re, they’re, we, we’ve all heard of them and if not worth Google, we’ve all heard of them. But then again, they’re really rarely used. There is nothing stopping you doing a simple SWOT or a simple pest analysis on your category to again, look for opportunities. Um, again, you’re just starting to develop those hypotheses and they’re just great places to start.
Andy Palmer:
Blank bit of paper, get some thoughts down, few people collaborating. Um, those tools have stead stood the test of time for a reason, um, but yet are rarely used. And, and again can still be, uh, hugely powerful link that to what we talked about yesterday with, uh, we talked about it as, as Rio, which was around our observations, our insights, our recommendations. We’re starting to already build a story that we can, uh, succinctly communicate.
Nathan Simmonds:
Agreed. And, you know, I use SWOT analysis in the PDP program. It’s just, even if you’re looking at your opportunities in threats in a marketplace coming up with 13 opportunities, eight ideas to leverage it, and five actions you can take immediately that are gonna take advantage of those opportunities and doing exactly the same with your threats. ’cause your threats are actually just an opportunity in disguise anyway. Absolutely. But if you are not spending the time to question them and coming up with those hypotheses, you will not come up with new solutions to actually make the most of them.
Andy Palmer:
Absolutely. And once you’ve got all those things, and I think we’ve, again, I think we talked about it on Monday, it’s writing down all those opportunities on a bunch of post-it notes putting them into a Boston matrix. I won’t draw it up again, it was there on Monday’s recording. Um, biggest opportunity stuff that we can do now, we can then start to prioritize. We put our time and efforts into, we start to build our, uh, we start to build our plan because we’re focusing up in box one big opportunities that we can start to deliver now.
Andy Palmer:
And then we’ve got the other areas that we can start to then, um, make happen over the coming over the coming months. Just about prioritizing on, uh, what’s gonna make the biggest difference to helping us achieve that category target.
Nathan Simmonds:
Agreed. Something else you’ve talked to me about and other people in the spaces is looking at the data animals. What data animal are you and is your company? So I’m gonna, I’m gonna, I’m
Andy Palmer:
Gonna bring,
Nathan Simmonds:
I’m gonna bring that slide up and then we’re gonna have a conversation about that.
Andy Palmer:
Cool. I, I think this is, um, a bit of fun and at the same time it allows people to consider where they are. So when they can get that slide up, you’re gonna see another Boston Matrix. Um, and it’s based on the value of the opportunities that you identify and the volume of opportunities that you’re identifying. So I’m not gonna talk that through you. You’re gonna kind of figure it out pretty quickly. Where you want to be is up there with those how and walls in the top pair corner there.
Andy Palmer:
Lots of opportunities, all worth a lot of money. Flip side of that, the diametrically opposing quadrant are o so heading the sand type stuff, not identifying many and certainly the ones that are identified at low value. So again, we use this as a bit of fun to, to challenge our clients for them to kind of figure out where they are.
Andy Palmer:
More importantly, where do they want to get to? Um, it gives ’em a bit of language and a bit of fun to play with, but uh, it’s a good place to start to have that realization of actually we’re really good at identifying loads and loads of opportunities, but they’re all, uh, they’re all worth two. Bob. Uh, let’s, let’s see what we can do to kind of unlock that then becomes those awesome coaching questions. We can talk about the coaching cards a little later. There’s also coaching questions to help them unlock their ability to analyze data to find bigger opportunities with various different tools and techniques.
Nathan Simmonds:
Absolutely. I’m just clicking submit to the coaching cards. Andy just mentioned the coaching cards. We’ve got the coaching cards in there. The MBM shop takes you through the category management phases in there as well. So the links there if you haven’t picked up your copy of the category management coaching cards, links there, and you can do that immediately. Great. Crocky, I’m just thinking about time. Where are we right now? Let’s come off of the, let’s get out of there. He says we are at 18 minutes past one. Andy, what else is important to cover right now when it comes to category management and the full stage?
Andy Palmer:
Okay, so we’ve had a couple of kind of conceptual things around hippos and we talked about swats and pestles and there there’s a fairly huge toolbox. I thought we’d shared this one with you because, um, it’s, it’s powerful. It’s a simple calculation that anyone can run on the category with just a few bits of data. Um, so this again, seems to wrap things up in lots of three letter, um, acronyms. This one’s called CDI category development index. Again, I like to just bring it out into, to fair and plain English.
Andy Palmer:
So I call this the fair share calculation. If for example, you have the market share of your category and you have the market share of the, uh, particular retailer in, you can figure out whether you are under trading or overtrading based on the value of your category to then figure out the opportunity size that you’ve got or that you need to protect.
Andy Palmer:
And this is a great place to start to almost get that top level analysis of do we have an opportunity versus do we have something that we need to look after and nurture and protect because we’re already about performing. It’s a good place to start as well because any category, and there’s a slight caveat there, but any category should have, uh, equal market share to their retailers market share.
Andy Palmer:
Um, lemme give an example. Uh, pick category formula, Nathan, uh, by beans, I think we talked about this before. Let’s go there. Okay, so let’s say, um, let’s bake beans is our category. Um, baked beans in this particular retailer has, uh, a market share of 17%. I make some numbers up. Uh, pick me a, uh, a, an outlet or you could make me up. Let’s call it Nathan’s, Nathan’s stores. There we go. Yep. We’ll go with that.
Andy Palmer:
Nathan’s stores, Nathan’s stores has market share 20%. And what we mean here is that for every pound that’s spent on, uh, food retailing in the uk, 20 p goes through Nathan’s stores. So they have 20% market share. So they own 20% of that entire food market for their vaping category. Only 17 p of every pound spend in the uk uh, goes through Nathan’s stores. So we can instantly say, actually we’ve got an opportunity here because there is no reason why Nathan’s stores shouldn’t have for, for, for bake beans.
Andy Palmer:
Shouldn’t have a market share of 20% trying to achieve what we know is possible. The caveat I mentioned earlier is you will always have certain retailers that overtrade or under trade in certain areas based on their demographics. So come back to that in a minute. A couple of examples, um, are slightly more market retailers.
Andy Palmer:
Let’s say, uh, waitroses or m and s will always overtrade a little bit more in products like, um, avocados or fine wines. Whereas our slightly more mass appeal retailers, um, may under trade in in those particular areas. Um, and then the reverse will be true. So waitress for example, will probably, although I can’t prove it to right now, will probably under trade in something like frozen frying chips. But they would probably do quite well with fresh sliced, nicely sorted potatoes in a prepared area.
Andy Palmer:
So we’ll always have certain under trades in overtrade, but as a rule, most categories should be able to achieve parity with their total market share. That making sense so far? Yep. Nathan’s nodding. Some other people are nodding. Okay, so let’s take this. So 17% be market share, 20% market share for Nathan’s stores. If we divide one by the other, that should give us an index of 0.94. So that’s our category development index. If we then take the value of Nathan’s baked bean sales in Nathan’s stores, let’s say they’re uh, 180 million. Good catch there Nathan. Good work. Doing
Nathan Simmonds:
Well. I’m in the wrong job.
Andy Palmer:
Yeah. Okay. 180 million divided by 0.94 minus 180 million. We’ll get our opportunity size quick calculation in my head. Check out your calculators if you want. We’ve got an 11 and a half million pound opportunity from moving our market share for bake beans from 17% up to 20% because we know that’s possible. ’cause as an average, that’s what is achieving within the market. Once I’ve got this, I’ve already got my value, I can then start to figure out how I’m gonna do it.
Andy Palmer:
So I’m gonna start looking at things like range availability, promotions, um, I’m gonna look at a gap analysis to see if I’ve got the same amount of products as other comparable retailers or whole host of other areas. The interesting point was I’ve started with and I’ve calculated a value. Once I’ve got that value, I can figure out if that’s big enough for me to go after or if it was the other way round and so this was 25%, I might have a 6 million pound opportunity that I need to protect because other retailers are gonna be coming after those sales and be trying to uh, uh, draw my shoppers away into their stores.
Andy Palmer:
Lemme pause for a second. Is that making sense, Nathan?
Nathan Simmonds:
It makes huge sense to me and I think the, the point for me now is those people that are watching this or I know are tuning in at this point is understanding whether you’ve got these, these differences in, uh, what I’m doing in this product, what market show have actually got overall how valuable that is to be getting your category management right in the first place to increase or to protect what it is you are doing through spotting these opportunities.
Nathan Simmonds:
So if people aren’t picking that up now, even in this example, okay, so we we’ve dramatized it, but actually getting your category management is absolutely, you know, critical to make sure that you’re developing your business.
Andy Palmer:
Absolutely. Um, I’m hoping that calculation made sense. If it doesn’t because I’ve done a bad job of explaining it and I can, uh, of course send you that calculation over. So drop it in the comments box if you did need to see something a little bit more on that, pretty straightforward. Run it on your calculators, you’ll see how it works out your market share your category, your market share for your grocery, that gives you your category development index. And then we run our calculations to find out what the opportunity size is.
Nathan Simmonds:
And my point within that is if you do that calculation, if you need to go back, rewind this and work out what that looks like and you suddenly see there is a huge potential to grow what it is you are doing in whatever product it is you’re selling. If there is a huge necessity to protect that market share of what you’re doing now is the time to have a conversation with Andy, with MBM to actually help you grow your business. And in order to do those things, that’s a, a super simple piece of arithmetic to do to see what the potential in your
Andy Palmer:
Space. So for me, that’s what we would class as a very left brain calculation to get to a number. So often we get asked the question, well Andy, no, my account managers ask me to, uh, value the size of this opportunity or the buyer saying, how much is this worth if we were to do X, Y, and z? And, and sometimes you just don’t have the data or a calculation like this to run. Um, but there is a, an alternative and I think we’ve probably got enough time for me to share this. We’ve got
Nathan Simmonds:
Five minutes go five I
Andy Palmer:
Go for it. Um, this one’s simple. I’ve got another three letters for you
Andy Palmer:
Pro. This is pro tool. Very, very simply put, um, you’ve gotta calculate an opportunity size, you haven’t got the data for it. You’ve gotta make some assumptions. You can make some assumptions in an appropriate and intelligent approach by using this. Look all the indicators that you’ve got coming in, you may look at run rates of other products or a whole host of other things. You’re still never gonna get to the actual value. But what you can do is come up with something that’s from your viewpoint and based on the information you’ve got something that’s pessimistic, something that’s optimistic, and then something that’s realistic, you can then present those to your buyer and say, do you know what?
Andy Palmer:
We can’t get to the actual figure ’cause we just don’t know. However pessimistically, we think it’s gonna be worth 5 million optimistically we think it’s gonna be worth 12 million. Realistically looks to about seven or 8 million. At least you’ve got a rationale behind what you’re trying to explain as opposed to going, oh, we think it’s gonna be worth 4.69 million guaranteed. Where have you got that from finger in the head? No idea. And it just stops you. Again, we’re gonna talk about credibility tomorrow, but it stops you losing your credibility. So the pessimistic, realistic, an optimistic approach, uh, can just get you out of some of those, uh, slightly more sticky situations.
Nathan Simmonds:
I was thinking that is, you know, it is coming back to knowing your supermarkets and knowing your customers. You know, you might, you might not have all the facts at hand, but actually if you’ve got some face-to-face experience, if you’ve got some kind of rationale that actually resonates with the supermarket, with your shopper and your preparers and eaters, et cetera, all those things, you know, you’re not putting numbers out there. Again, it is that hypothesis based, it becomes an educated guess, you know, and actually that instilled and with some mathematics that you’ve just done gives you a credible understanding of actually what the opportunities are and, and what needs to be protected as well.
Andy Palmer:
Yeah, absolutely. And, and the category managers credibility is absolutely everything. Sometimes yes, we can do the, uh, the algorithm type calculations and get to a number. Other times we need to be a bit more creative in how we approach getting to that size of the prize. But um, you know what, there’s ways around doing it there, there’s plenty of options out there.
Nathan Simmonds:
Amazing. Look, I’m just conscious Thomas, 27 minutes passed, just clicked over to 28. What questions have you got for Andy right now in order to help with your category management? And if you haven’t got any, feel free, you can put no in the box. That’s absolutely fine. We’re covered a decent amount of stuff today. If you’ve got no questions, say no. If you’ve got questions, what would they be? Let us know in the chat box while they’re coming through. I’ve already put in the, the link for the virtual classrooms if you are interested in looking to see if Andy, now if there’s an opportunity to grow your business by 11.5 million pounds according to Andy’s calculation.
Nathan Simmonds:
That if you would like to do this, you know, if you would like to have a look at this, then you need to be clicking the link there for the virtual classrooms to help train or or develop your category managers or even just have a conversation with Andy. Looking at coaching and development, developing your category management. There’s a huge opportunity here to do this maths and support where your business is going with this. What we got, we got no questions.
Nathan Simmonds:
Uh, channel plans, large stores, convenience online, uh, no questions, channel plans. Um, if any useful tools for this, have you got any useful tool tools for channel plans, large stores, convenience and online, et cetera? Andy, that would probably mean more to you than it will do to me. Yes,
Andy Palmer:
Yes is the answer
Nathan Simmonds:
Yes. Um, so what would you like to do with that, Andy? Would you like to start fire something into Fiona or have we got 30 seconds? You can cover that. Let
Andy Palmer:
Pick up with Fiona separate and maybe just explore a little bit more what she, uh, she means. I’m not gonna charge her for it. Let’s have a maybe a brief conversation, see where it takes us. Um, I don’t think I’d do anything justice in 30 seconds.
Nathan Simmonds:
We’ll leave that one there. Right? And so Fiona, um, Fiona, um, if you would like to put your email in the questions box, um, we could line up a conversation with Andy, you can cover that with you just to go through any tools and help you do that as well. Um, we’ve got no other question. Thanks Andy and Nathan, appreciate it. Thank you very much for being here. Really, uh, no good, good session guys. Um, good, thank you very much Fiona. Appreciated that. Everyone, look, there’s nothing else for me to add on this session, Andy. Huge value there.
Nathan Simmonds:
Opened my eyes up massively. All the links are down there in there for tomorrow’s session as well. If you haven’t registered, now is the time to register. Uh, if you haven’t got your cards, now is the time to go and get those cards. I’m just gonna share my screen there so you can see Andy’s contact details. If you wanna start a conversation about your category management, now is the time to do that. Thanks very much Andy and we’ll pick up tomorrow.
Andy Palmer:
Pleasure. See you tomorrow, Nathan. See you tomorrow. Everyone.
