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Marketing, merchandising and category/assortment strategy for large US multi-category retailer, including identification of target customer and implications for overall strategy; re-design of assortment for critical category; implications for merchandising organization and process; actual implementation of category strategy for Fall 2008 buy
Development of strategy to reinvent format for large US multi-category retailer using customer insights—qualitative and quantitative. Included the identification of target customers for growth, realignment of organization around the customer, and specific changes in product assortment, pricing, store layout, and marketing based on consumer needs (e.g., why customers are choosing alternatives, what customers want in categories). Resulted in concept renewal efforts across the department store network (e.g., store re-branding, assortment changes, new marketing plan/ad campaigns), leading to improved comp-store performance for the past 3 quarters.
Pricing/“getting credit for value” initiative for U.S. multi-category retailer. Conducted competitive store audits in 11 apparel and home categories across 18 retailers in 2 markets to develop a clear pricing strategy for the retailer to get credit for value and differentiate from competition.
Year-long transformation of retail and multi-channel operations for large multi-category retailer, including re-design of store operating platform, customer experience, and sales force management
New growth initiative for a large, global direct selling and services company. Developed and evaluated new growth ideas that would serve as the platform for next-generation growth. Resulted in creation of a new growth platform, including an acquisition strategy and implementation plan—as well as a deep-dive into turning around the business for a key market
Acquisition strategy for direct-to-consumer retailer that identified potential M&A targets in apparel and health and beauty categories. Resulted in acquisition of a company that has shown strong year-over-year results since post-merger integration.
Growth initiative for direct-to-consumer catalog/online business to develop new direct business concepts. Evaluated consumer and product trends, built understanding of overall direct landscape, and conducted consumer research to develop and test opportunities for a new catalog/online business venture
Purchasing diagnostic for a large OTC pharmaceuticals company, examining $5+ billion of indirect spend and capturing $130 million in savings in FY2004. Focus on marketing-related spend areas including print, advertising, collateral materials.
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