Practice Areas

I remember sitting in a meeting @ the Ace Hardware corporate offices and the buyer told me there were no two Ace Hardware stores in the world that stocked the exact same items...in other words...all stores are unique. Similarly, consumers travel many paths on their journey to complete a purchase, and you need to embrace all of them. Additionally, you need to know when and why a consumer had your product in their basket, but elected to buy from another source. Painfully, the reason could be as simple as the quality of your content. Engage the consumer at the beginning of the process and walk them through the entire process...or walk them in to a store and allow your merchandising strategy to convert the transaction.

Managing channel conflict is one of the most challenging responsibilities I work through...particularly when the opportunities for growth are equally opportunistic within multiple channels of trade...with multiple retailers and "eCommers". C2's industry experience intersects with all major channels of trade...some of which are: home center, mass, eComm, club, sporting goods, TV (HSN and QVC), grocery, and 2 step distribution. We are well versed in the go to market strategies and vendor expectations within these channels/retailers. Note: you do not have to be all things to all people...strategically choose who you do and do not forge vendor relationships with. Maybe some accounts are better off being eCommerce partners only?

I have never worked for, or with, a company that did not inject an enormous amount of personal opinion in to product development discussions. I had a CEO tell me one time, "I am the research" when I suggested we invest in a deep dive consumer research exercise. Anyone that believes that their knowledge of a specific product category supersedes the feedback of 327 million US consumers (which is only 4.3% of the global population) is stunting holistic corporate growth exponentially...and handing the competition market share on a silver platter. New Product Development is a process, it is an annual opportunity to tweak what is not broken, launch what is in the pipeline and scrub your longer term strategy at the channel and customer levels. You cannot run behind schedule on your long term NPD strategy.

I have, and always will, challenge myself and others to manage a company, an account, a product category, etc... to a level of how big they want it to be versus how big it currently is. Have a plan in place to manage all "buckets" of business. Equally important is your ability to identify, translate, and take action on performance metrics. It is imperative that you are the "owner of your aisle". As the owner of the aisle, you are responsible for product performance, packaging, merchandising and promotional activity...for ALL vendors. Account development is a living process...it will never be perfect, but it can always be better. NFL Hall of Fame wide receiver, Jerry Rice, once said, "I will do today what others will not, so that tomorrow I can do what others cannot".