AND HOW TO AVOID THEM - Nielsen

7 COSTLY TRADE PROMOTION MISTAKES AND HOW TO AVOID THEM

Copyright © 2017 The Nielsen Company (US), LLC. Confidential and proprietary. Do not distribute.

2Copyright © 2017 The Nielsen Company (US), LLC. Confidential and proprietary. Do not distribute.

Mike LaScolaSenior Manager, Sales Effectiveness

WELCOMEIT’S TIME FOR CHANGE. ARE YOU READY?Years of research show trade promotions fail more often than they succeed, costing the industry billions of dollars every year.

Despite the fact that trade promotion management has been around for 50 years, many manufacturers still haven’t achieved the efficiency they seek.

All the while, pressures to achieve higher trade spend ROI has intensified as fast-moving consumer goods (FMCG) growth has stalled and the industry faces more pressure from retailer price wars.

“ONLY 1 OUT OF 3 PRICING DECISIONS YIELD BEST PRICE, AND 72% OF PROMOTIONS FAIL TO BREAK EVEN”

After conducting thousands of price and promotion studies for FMCG manufacturers both large and small, Nielsen has uncovered seven common trade promotion mistakes that contribute to the current state of the industry. Very few manufacturers and retailers overcome the aggregated effect of these mistakes, derailing their pricing and promotion strategy.

The good news is: Avoiding these mistakes is easy once you detect them. But the problem is that recognizing them isn’t enough. You also need to commit to changing approaches and practices for the long-haul.

So, let’s get started.


7 COSTLY TRADE PROMOTION MISTAKES TO AVOID

Not finding your best “everyday price” before starting your promotion

Assuming national strategies work at the local level

Setting prices at the brand level

Not knowing your price thresholds

Ignoring the competition

Treating all promotions alike

Not having the right tools

01

02

03

04

05

06

07


MISTAKE #1



NOT FINDING YOUR BEST EVERYDAY PRICE BEFORE PROMOTINGEveryday price is the foundation of trade promotion events. If you don’t start with the right everyday price, every promotion decision you make will be off.

If your regular price is too low, your promotions could further erode your brand’s margins. If your regular price is too high, you may find that your promotions aren’t driving the expected incremental sales.

In our experience, some companies lack a current, fundamental understanding of their best everyday price. Or they think it’s optimized across their entire business, when it’s actually only optimized for a few markets or a few items within a larger brand set.

According to the 2016 CCM Survey, published by Nielsen, McKinsey and GMA, winning companies are more likely to use advanced analytical tools to set everyday shelf prices.

“78% OF FMCG MANUFACTURERS DO NOT MAINTAIN A CURRENT UNDERSTANDING OF THEIR PRICES ACROSS PRODUCTS. DO YOU?”

The 2016 CCM Survey found winning companies “consider both general external trends and specific consumer responses (via price elasticity models), or sophisticated analytics, such as product analysis, market structure, and war-gaming to derive deep consumer and market insights and use these to set everyday shelf prices.”

What makes all of this hard to unpack is the fact that prices are always being squeezed. And unfortunately, they’re being squeezed at different rates by retailers and consumers across markets. So not all products within your brand portfolio will perform the same in every market.

To course-correct, it’s important to know how your products will react to price changes. And that means understanding your price elasticity.


HOW PRICE ELASTICITY WORKSThink of elasticity in terms of sensitivity — as in how sensitive consumers are to price changes in the market. Knowing your price elasticity answers the question, “How does a price increase or decrease affect my sales volume and/or profit?”

Price elasticity is usually measured as a negative number that typically ranges from zero to -3.5. If your price elasticity is -1.88, for example, then a 1% price increase will equate to approximately a 1.88% decline in volume.

Elasticity ranges from highly sensitive to not sensitive at all to price changes. If you’re in the -2.25 and higher range, your brand is highly sensitive to a price increase (sales will decline) or decrease (sales will increase).

At the opposite end of the elasticity spectrum, from zero to -1, consumers are very brand loyal and don’t react as dramatically to a price increase or decrease. Ultimately, knowing your price elasticity will help create promotions that drive market expansion and deliver mutual benefits to you and the retailer.

Price elasticity answers: “How does a price increase or decrease impact my sales

volume and/or profit?”

ELASTICITY VARIES BY CATEGORYWhile elasticity varies, it typically ranges from 0 to -3.5 across FMCG products. According to Nielsen’s U.S. Benchmark Database, some categories have a higher elasticity than others. However, the brands within your portfolio and the items within your brands likely have their own elasticity. In other words, items and brands don’t always perform the same as their category.


TOTAL U.S. FOOD INDUSTRY BENCHMARKS

BASE PRICE AND PROMOTIONAL PRICE ELASTICITY

HIGH-LOWInvest in promotion to drive volume and protect share by increasing base price to fund additional promotion depth/frequency

HIGH-SHALLOWReduce depth of promotional discounts or increase everyday price to recapture margin and drive additional profit

Base Price Elasticity from Low to High

Prom

otio

nal P

rice

Ela

stic

ity fr

om L

ow to

Hig

h

OPTIONSLeverage both base price changes and promotion, depending on objectives and retailer’s category strategy

EDLP (EVERYDAY LOW PRICE)Divert trade investment away from promotions to keep base price low on an everyday basis

TAKING ACTIONElasticities can show you what price and promotion actions you should consider. Once you’ve established your everyday non-promoted price, you can see where your products fall based on how sensitive they are to changes in everyday price and promotional discounts. Use this framework to help guide optimal pricing decisions.

LOW0 TO -1

CANDYSOUP

SOAPYOGURT

WINECOFFEE

SPORTS DRINKS

BEER

MEDIUM-1.01 TO -1.5

HIGH-1.51 TO -2.25

VERY HIGH-2.26 AND UP


WHERE DO YOUR PRODUCTS FALL? In the “high-shallow” quadrant, a product isn’t sensitive to regular or promoted price. Products that typically fall in this quadrant include niche items (i.e., vitamins), infrequent purchases (cough/cold medicine), those with high brand loyalty and those with few items in the competitive set. Falling in this quadrant gives you the ability to increase regular price (and profits) with limited volume loss.

In the “EDLP” quadrant, products (such as hot dogs and sports drinks) are typically interchangeable or have a larger consideration set, which means you’ll likely end up in a battle for the best shelf price. Be cautious when increasing price because of the corresponding volume loss. On the flip side, some products in this quadrant will be more profitable when you decrease price.

In the “high-low” quadrant, you may have the ability to increase regular price depending on promotional response. Some products (such as wine) in this quadrant may have higher than average brand loyalty.

In the “options” quadrant, consumers are very sensitive to price changes (such as candy or soup) because there is little product differentiation, lots of competition and/or low brand loyalty. Thus, consumers will buy these products when they’re offered at a good price or promotion. Since consumers respond to both price and promo, we recommend looking at which volume implication is most profitable for you.

All that said, your product can move quadrants based simply on the channel and retailer where they’re sold.

9

MISTAKE #2



ASSUMING NATIONAL STRATEGIES WORK AT THE LOCAL LEVELThere’s an old saying that “all politics is local.” And the same is true for retail. Every retail location faces their own price dynamics. Thus, your elasticities will vary retailer by retailer. This means that applying the same national price and promotional strategies uniformly across all retailers is risky.

Case in point: A large manufacturer set a national strategy to initiate a universal price increase across one of their top-selling products. Nationally-based models indicated that this would be an acceptable change for most shoppers with minimal impact to volume. However, when scenarios were run at the local market level, the data showed that the price increases would have reduced volume by 5%-10% at some retailers—an unacceptable trade off. Luckily, the manufacturer account teams had the ability to check these decisions before implementing across its accounts! (See chart on following page)

“IN A RECENT COMPARISON STUDY, MCKINSEY FOUND THAT COMPANIES USING STORE-LEVEL DATA OUTPERFORMED THOSE USING AGGREGATED OR NATIONAL DATA BY 2.2X.”

Without access to store-level analytics, it’s hard for account teams to really know if national strategies are right for their specific goals and plans. It also makes their job of influencing retailers that much harder. Many companies make this mistake; however, giving account teams guidelines that are set at a national level. You may not be able to include local-level insights into every strategic plan, but you should at least enable account teams to access these insights on their own to check assumptions and adapt strategies as needed.


LOCALIZE YOUR STRATEGIESA price change (permanent or temporary) can have varied results depending on the retailer. The aforementioned large manufacturer wanted to make a price increase nationally on the same product. Shoppers at retailer A would not be sensitive to a price increase; but shoppers at Retailer E and F would be sensitive and a price increase would likely reduce volume by 5%-10%. In fact, the manufacturer might consider decreasing price in this market. Our base price and price elasticity quadrant provides additional insight into this chart.

CUSTOMER ITEM PRICING STRATEGY Price Responsiveness for Product A

-2.00

-1.95

-1.90

-1.85

-1.80

-1.75

-1.70

-1.65

-1.60

-1.10 -1.20 -1.30 -1.40 -1.50 -1.60 -1.70 -1.80

PROM

OTED

PRICE

ELAS

TICITY

EVERYDAY PRICE ELASTICITY

HIGH-SHALLOW EDLP

HIGH-LOW OPTIONS

Retailer A

Retailer B

Retailer C

Retailer D

Retailer E Retailer F

Under-performed 5%-10%

Over-Performed

Total U.S. Food Over $2mm

12

MISTAKE #3



SETTING PRICES AT THE BRAND LEVELMany focus on finding their brand elasticity versus their product elasticity. However, the way your product performs at the brand level can be dramatically different at the item level.

Take the example to the right. As you can see, consumer sensitivity to price change is not constant across all products; raising prices on the entry level size would have a much greater impact than a price increase on the core size.

Using the same example, if you need to raise price on a product within a particular brand, you’d want to do so on the item(s) with the lowest price elasticity (in this case, the family pack) because the volume decline won’t be as steep as it would be if you made that same price decrease on the entry-level package size.

While your brand elasticity is a good benchmark, it’s not the right metric for driving business decisions. That’s because brand elasticity doesn’t account for how each product is priced or promoted in the marketplace.

EXAMPLE: ITEM VS. BRAND ELASTICITY

• Entry level, single serve: -2• Core size, 4-pack: -1.5• Large, family pack: - 1.25• Brand elasticity = -1.58

TAKING A MORE TARGETED APPROACH If you can avoid making price and promotion decisions at the brand level, you’ll avoid leaving money on the table across your brands and portfolio. The only way to do this is by simulating the impact of different price and promotion changes at the item level.

Recently, a major FMCG manufacturer was facing retailer pressure to lower prices across all products within one of its top-selling brands. Fearing a major hit on profit and brand equity, the manufacturer wanted to avoid this move at all costs. But how could it?

Within the brand hierarchy, there were several different pack sizes, ranging from single-serve to jumbo. The account team found that consumers were paying more per ounce for larger sizes than smaller sizes, suggesting an opportunity to right-size price incentives to drive consumers to trade up to larger packs. The team used analytics to model the impact of several price tiers on consumer demand and showed the potential results to the retailer. The retailer accepted the recommendation and saw a 37% lift in volume compared with the same period in the previous year.


Case Study: Major FMCG Company

+37%

A retailer wanted to drive a universal EDLP across top brands in the portfolio

The account team showed that varying price incentives by pack size would yield higher sales through consumer trade up

Volume lift for brand increased over three-month period, compared with the same period in the prior year

Price per unit

Demand

“ARE YOU MAKING DECISIONS BASED ON BRAND OR ITEM ELASTICITY TODAY?”

15

MISTAKE #4



NOT KNOWING YOUR PRICE THRESHOLDIt would be great if knowing your product’s price elasticity was the be-all-and-end-all to setting smart trade strategies, but it’s not. People react, sometimes irrationally, to price as it passes certain thresholds. That’s because there are millions of micro factors that play into the decision at the shelf—such as purchase cycle, the economy, perceived value, tradeoffs, etc.

Price thresholds represent the emotional price points of your products in the mind of consumers. They connect pricing to consumer behavior, and at times, can change your elasticity as you pass key thresholds.

Specifically, price thresholds measure the additional decrease in sales, beyond what is measured in the regular price elasticity, for crossing over certain points to which consumers may be especially averse.

For example, a 1% price increase that puts your price over $2 may hurt more than a 1% increase that puts your price over $1.90.

Knowing your price threshold helps you manage pricing decisions with more accuracy because it takes into consideration all the other variables at play. (For example, will consumers react to a price point of $1 or a 5 for $5? Which will drive more sales and profit?)

UNDERSTANDING THRESHOLD IMPACT

Sale

s

Price

Price

Sale

s

Continuous elasticity

As price increases, sales decline at a constant rate

Threshold Impact

As price passes threshold, sales decline at an accelerated rate

Nielsen will still predict a volume change by crossing any price point even if no particular threshold has been identified.


BREAKING DOWN THRESHOLDSWhat does a price threshold look like?

Price elasticity is typically depicted as a smooth constant relationship between price and volume. However, the elasticity may exhibit threshold points at which the change in sales is much more pronounced — an emotional price point (see threshold impact diagram on previous page).

Take for example a mandate from your finance department to raise price by an average of 4% across the portfolio. Rather than raising price across all UPCs, it would be wise to create an analytic-based strategy that considers item-level price elasticities and account-level price thresholds to find the right mix of price changes across your top ten accounts. By taking this approach, you might discover a few accounts are priced well below the threshold and thus less likely to see as sharp of a drop off in volume when price is increased. At the same time, you might find some accounts are more sensitive to price changes and thus avoid price increases altogether. In short, price thresholds help you make your trade dollars work harder.

Without accurate testing of price thresholds, you cannot assume a price or promotion change will behave a certain way. That’s why we recommend breaking down price thresholds based on:

• Everyday price point and its threshold

• Promoted price threshold

• Gap from competition

It’s important to note that some products don’t have a price threshold. However, that is the exception, not the norm.

18

MISTAKE #5



IGNORING THE COMPETITIONWith so many competing and complex pressures in today’s marketplace, it is easy to fall victim to limiting your focus to the individual item that you are taking pricing action on. Whether you are focused on driving more topline growth or increasing profitability, far too often the decision to make price changes is made with a singular focus on one particular item.

The reality is that there are many other items within the category that can have a significant impact on your volume based on their relative price points. These could be “internal” competitors (other items within your own portfolio) or “external” competitors (items from other manufacturers). They can be nationally distributed or only relevant in certain accounts or regions. While many manufacturers have a grasp on who their main outside competitors are, they are not always clear on which metrics they are competing on. Factors such as flavor, size, form, function, portability and brand all contribute to the competitive landscape. But in order to optimize your trade spend, you need to know which competitors are competing with you on price.

Where do I stand?

Rate yourself on a scale of 0 to 10 (least to most confident) on each of the following. A score of 25+ means you are well on your way to trade promotion excellence.

• I am confident in how I’m priced, by brand and account, relative to my competition.

• I know how the items within my brands and the brands within my portfolio compete internally.

• I understand how all of these factors play off of each other at the item, brand and account levels.


FINDING YOUR TOTAL ELASTICITYUnderstanding your products’ total elasticity is important, but it doesn’t tell the whole story. To truly understand your price sensitivity, you need to understand what comprises that elasticity.

At its core, a negative elasticity (as we see in all pricing models) assumes that there is always going to be a negative impact on volume as you increase price. This means that even if the entire category were to raise price by the same magnitude, all items in the category would end up selling less units. Intuitively, this makes sense. This is often referred to as “own” price elasticity or an item’s sensitivity to its “absolute” price point and is one of the three building blocks of “total” elasticity.

The other two building blocks are referred to as “internal” and “external” and these seek to understand the impact of not only changing your absolute price point, but of changing your price relative to competitive items — both internal and external. Once you understand how these three components contribute to your elasticity, you can determine the best way to strategically change price on an item, benefiting both you and the category.

“What if I increase/decrease price and all competitors follow?

“What if I increase/decrease price as a portfolio and no

external competitors follow?

- SENSITIVITY TO PRICE CHANGE +

“What if I increase/decrease price and no

competitors follow?

-1.00

-1.00

-0.60

OWN ELASTICITY

Own Price Effects Internal Competition External Competition

OWN + EXTERNAL ELASTICITY TOTAL ELASTICITY

-0.60

-0.30

-1.00

TOTAL ELASTICITY

21

MISTAKE #6



TREATING ALL PROMOTIONS ALIKEAll promotions are not created equal. Nor do they have equal impact. Type of promotion, how it’s displayed, when it runs — each of these has a massive impact on your success. And no single approach works the same across all products or categories.

Therefore, it’s important to simulate the impact of different support levels before committing to a promotion — including temporary price reduction (TPR), display, feature, feature plus display and price multiples (such as 2 for 5 vs. $2.50 price point). Test timing, too. The optimal week of promotion can vary based on the item and as such, you could find that a few weeks on TPR could perform better than display because it drives more profitable lift.

“ARE YOU SIMULATING POTENTIAL OUTCOMES OF DIFFERENT PROMOTION TYPES?”

Display

Consider the effect of a display on the following four categories: beer, toilet paper, toothpaste and yogurt. Will the same size and display location generate the same lift?

No, not by a long shot. Toilet paper wipes up the competition with an 49% display-driven lift, with a close tie for second between yogurt and toothbrushes, at 36% and 35%, while beer comes in last at 16%. Further analysis reveals that display-sensitive categories tend to be “must have” products or “easy-to-eat” meals that are stockable and traditionally demonstrate above average sensitivity to promoted price changes.

Another factor influencing the ability of displays to drive sales is unit price. Consumer shopping patterns expose the fact that shoppers are less likely to purchase expensive items on display or with a TPR. Products that typically cost less than $5 per unit enjoy significantly more lift from both promotional options.


23

EXPLORING PRICE VEHICLESMultiples

Offering multiples is a popular promotional technique, but one with a distinct success profile. Multiples work for items with expandable consumption that are easily stored and in cases (e.g., a five-pack lunch item that corresponds to a five-day work week). The total price should come in under $10, and single units shouldn’t cost more than $1.00, such as a 10 for $10 offer.

Channels

Channel differences can dictate promotional success, too. On the pricing front, food shoppers like deals and are highly responsive to promotions. Drug channel consumers, on the other hand, value convenience over price and mass merchandiser patrons expect lower regular prices, rendering TPRs less valuable for these segments.

On the display front, food shoppers prove to be high impulse/unplanned utility item buyers. Drug channel consumers plan their purchases and look for features, but are less responsive to displays, and mass merchandiser patrons exhibit an average response to displays, seeking overall value from the channel on the regular price.

PROMOTION SUPPORT TIPS

High Display Response Characteristics

High Feature Response Characteristics

When Promoting Expensive Items

• “Must Have” products or “Easy-to-Eat” meals

• Most are stockable

• Tend to have above average sensitivity to promoted price changes

• Many utility products that are frequently purchased in Mass channel

• Consumed on a frequent basis, often for lunch or quick dinner

• Tend to be higher price

• Have above average response to promoted price and displays

• Shift display space from high to low-price items unless they are impulse-driven or have reasonable discount

• Large discounts needed to drive volume with TPRs

01 02 03

24

MISTAKE #7



NOT HAVING THE RIGHT TOOLSPro Tip!

As you look to balance your trade promotion budget across your organization, we recommend using tools and analytics that offer the following benefits.

According to the Promotion Optimization Institute’s 2016 mid-cycle update of the POI TPx Vendor Panorama, 85% of respondents said they are not satisfied with their ability to manage promotions.

The industry has spent hundreds of millions of dollars on trade promotion management (TPM) systems, but the problem is only getting worse. TPM systems don’t connect business-critical deliverables (shipments, cases, bill-to/ship-to, specific days) with required analytics (lifts, elasticity, ROI). That’s because some accounts don’t have POS data available, predictive analytics can be unfamiliar and overwhelming and the pursuit of “truth” through existing tools often increases complexity and decreases utility.

Meanwhile, on the ground, account teams need tools that will empower them to make smarter, on-the-fly adjustments and maneuver in a more nimble fashion to better address the challenges they face locally, in the trenches, every day.

FINDING THE BEST TOOLSAs you look for a healthier balance of trade promotion across your organization, we recommend the following:

• Predictive analytics based on POS: Retail execution data and insights are best because they allow you to make smart decisions down to the account level.

• Guidelines work, but you need a mechanism to make them come to life at the account level. Account teams can’t account for all of the factors at play; unfortunately, following national guidelines doesn’t always prove perfect.

• Insights and simulations are crucial but they must not get in the way of planning/selling. Your teams can’t take on another time-consuming tool that requires lots of re/training of sales teams.

• The system interface for account teams has to be tailored to their needs; hence, account-level data is doubly important.

• An end-to-end solution is ideal, but practical considerations usually mean a combination of systems are used. Therefore, you need the ability to integrate data back into your trade promotion management system to connect the dots back between other aspects of your business — such as supply forecasting.


• Connectivity is essential. People of all ages are increasingly digital. Therefore, tools must be easy to navigate and quick — so much so that they can make decisions while enjoying their morning cup of coffee.

“WHAT OTHER MUST-HAVES ARE ON YOUR LIST?”

ABOVE ALL ELSE, KEEP THINGS SIMPLETo improve visibility, manufacturers roll out TPM or other tools to their account teams. However, account teams find these tools to be overly complicated and time consuming. The best way to get them on board is to make pricing and promotions decisions easy and fast.

That’s especially true given how complex it has become to develop account plans. There are a number of scenarios to consider and a lot of data to interpret. At Nielsen, tools are designed with guides and prompts to help account teams through the process — explaining the meaning and interpretation of data as they move through scenarios and simulations. This helps account managers choose better tactics and saves them time so they can focus on getting in front of clients.

5 HOURS 10 HOURS

“HOW MUCH TIME DO I SPEND RESPONDING TO RETAILER REQUESTS?”

> 10 HOURS


IT’S OKAY TO CRAWL BEFORE YOU WALKOne mid-sized client was facing tremendous pressure to change price by key retail customers. After falling into a reactionary stance in-market for years, the client decided to invest in trade promotion optimization tools from Nielsen.

The client is taking a crawl, walk, run approach to manage and optimizing trade. The process started with one key stakeholder working closely with account teams to simulate price and promotion events and use learnings to inform smarter trade plans.

The upside has been significant so far. By using these tools, the client achieved a $1 million benefit within six months of linking TPO to TPM. The client also leveraged Nielsen’s Assortment and Space optimization tool to gain an additional $1 million lift through smarter shelf insights.

Now the client has started scaling access to the tools to account teams, so they too have a fact-based way to adapt plans on the fly and help retailers find win-win trade promotion opportunities throughout the entire year.

“MAKE THE MOST OF YOUR NEXT PLANNING SESSION!”

CONCLUSIONPREDICTING SUCCESSPrice and promotion simulations succeed because they begin with the consumer behavior needed to shape an outcome. Knowing that consumers shop products and channels very differently, simulations should be preceded by an analysis of sales tendencies by product and retailer. This will enable you to develop a plan that leverages product strengths and minimizes weaknesses in different retail environments.

While tactical, event-by-event simulation and planning is essential, take the time to simulate entire planning periods with different combinations of price and promotion activities to decide the approach that best fits your objectives. The definition of a truly successful promotion plan is one that delivers results for retailers and manufacturers alike. By looking at sales from a consumer perspective, you’ll be able to do just that.

28

SELF ASSESSMENT Where are you strong and how can you improve your pricing and promotion strategies and tactics?



Strategy Type Early Stages On The Path Journeyman

Varying pricing strategy by class of trade or retailer

I generally do not vary my pricing strategy

I occasionally vary my strategy, but I could be doing more

I customize my pricing for each class of trade or retail as a standard procedure

Understand impact of price changes on brand, portfolio and category

When I make a price change to a singular product, I generally only consider the brand perception impact to that product alone and not on the rest of my portfolio

I know the impact that a price change would have on my product as well as on my entire portfolio, but it does not always inform my pricing strategy

I’ve conducted pricing studies to know the impact a price change would have, and have used that information to inform my strategy moving forward

Recognize the product’s pricing power

My pricing changes are based partly on input from the competition

My price changes are informed by category-level competitive pricing information

My price changes are informed by my internal strategy, as well as direct competitive pricing information

Focus promotion efforts by price sensitivity

I don’t know my own price elasticity

I know the price sensitivity but haven’t considered interactions across products

I know my own and cross-price sensitivity, and use that information to inform my promotion strategy

Optimized depth of discount on promotion

My promotions are generally standardized and repeated without changing them

I try to optimize my discount depth (by product or category), but I suspect there’s more I could be doing

My discount depth is tied to price sensitivity, and maximizes my return on trade promotion spend

Identify which promotion tactics (TPR, Feature, Display) give the most sales growth

I leverage a “guess and check” system to identify the best promotion tactics

I have done some research into which promotions give the best results

I’ve prioritized my promotion tactics to give me the best return on investment

Identify key weeks for most effective promotions

I do not have a “key weeks” promotion strategy

I’ve identified key weeks that are most effective for my promotions

I’ve identified, and executed, promotions during key weeks for my product


ABOUT NIELSENNielsen Holdings plc (NYSE: NLSN) is a global performance management company that provides a comprehensive understanding of what consumers watch and buy. Nielsen’s Watch segment provides media and advertising clients with Nielsen Total Audience measurement services for all devices on which content — video, audio and text — is consumed. The Buy segment offers consumer packaged goods manufacturers and retailers the industry’s only global view of retail performance measurement. By integrating information from its Watch and Buy segments and other data sources, Nielsen also provides its clients with analytics that help improve performance. Nielsen, an S&P 500 company, has operations in over 100 countries, covering more than 90% of the world’s population. For more information, visit www.nielsen.com.

AND HOW TO AVOID THEM - Nielsen

Documents

Transcript of AND HOW TO AVOID THEM - Nielsen