Progressive Grocer

JUN 2016

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Page 45 of 239

46 | Progressive Grocer | Ahead of What's Next | June 2016 Senior-LeveL executiveS KeLLy Marr vP, retail channel Strategy and commercialization, the coca-cola co. Marr led the creation of a collaborative business- planning process for national retail sales customers, working closely with the national retail sales organization and mul- tiple cross-functional partners on a disciplined approach to customer planning. She developed a retail value proposition giving customers access to company insights, expertise, differentiated shopper solutions that could be activated both nationally and locally, and operational and executional excellence capabilities. Marr initiated the develop- ment of a strategy to help retail customers build a best- in-class foodservice offering and experience. chriStine MotherweLL vP, customer Management, coca-cola Bottling co. consolidated, the coca-cola co. Motherwell created a joint business planning scorecard and process with Coca-Cola Consolidated's largest custom- er, resulting in strong volume and revenue growth perfor- mance for both the customer and the company. She and her team redefined Coca-Cola Consolidated's go- to-market model to support a large-store customer, leading to significant cost savings, in-stock improvement, and in- creased sales for both parties. Motherwell helped launch an e-commerce platform en- abling the company to support brick-and-mortar e-commerce locations opening within its footprint, and better partner and engage with key retailers. PaMeLa Stewart vP, national retail Sales, the coca-cola co. Stewart evolved the Coke with Meals platform in her customer's store delis, leveraging analytics, shopper insights and extensive foodservice experience; the plan she and her team created was so successful that internal parties requested to use aspects of it for other customers. She transitioned the cus- tomer's field team to a strate- gic franchise leader center of excellence, ultimately leading to mastery of auto-replenish- ment and strengthened pillar/ holiday event execution. Stewart developed a five-year customer-aligned strategic road map to drive buyer and trip conversions for the customer, focusing on research that shows where the customer can grow. aMy vaLenzueLa Group Director, category Strategic advisory, east region Large Store team, the coca-cola co. Valenzuela piloted a col- laborative business-planning program to improve the oppor- tunity assessment process for her clients, working with her customer teams on a model that was scalable and adapt- able for other retailers. She standardized category reviews across the East Re- gion, developing a template that allows for consistency across customers. Valenzuela developed a program that brought in other company departments' leaders to talk with her employees about different topics and how they achieved success in their careers, and she volunteered to participate in a Coca-Cola leadership pilot involving vir- tual and in-person training. nancy eichLer vP, Brownie Brittle LLc The first of- ficial employee of Brownie Brittle, with influence over all aspects of its business, Eichler set up a major strategic partnership with Mondavi that resulted in significant sales and a request from the company for another exclusive team-up. She participated in the global initiative Mentoring Monday, as well as in the South Florida Business Women's Leadership Group, and was a judge for the CANstruction event benefiting the Palm Beach County Food Bank's annual architectural food donation program. Responsible for all things digital on a global scale at Brownie Brittle, Eichler was a regularly requested speaker for various women's groups and the technology industry. KiM aLBertSon vP, Supply chain Planning and integration, clif Bar & co. Albertson led the creation and implementation of several new processes, including those relat- ing to sales and operations plan- ning, five-year capacity plans and long-range shipment forecasting, as well as a variety of system and reporting enhancements. She created the role of sup- ply chain manager, which has become indispensable in the innovation and product life- cycle management process. As Clif Bar prepared to add its first two wholly owned and operated bakeries, the company was able to draw on Albertson's prior experience with Quaker Oats/PepsiCo to gain insight into how self-man- ufacture would affect processes and costs going forward. Lori BateS Group Director, Sparkling commercialization, coca-cola north america, the coca-cola co. Bates and her team spear- headed an extraordinary addi- tion to the Diet Coke campaign It's Mine that involved the production of thousands of new 12-ounce glass bottles, each with its own personal design. Her team led internal communications for the new Coca-Cola one-brand trade- mark strategy, in which all beverages under the Coca-Cola umbrella — Coca-Cola, Diet Coke, Coke Zero and Coca-Cola Life — moved to a one-brand approach, to ensure that all employees were on the same page for the global rollout. Bates was active in Big Brothers/Big Sisters, having mentored the same "little sister" for nine years. anne GroneK-GiBBS Director, Ko Lab and Shopper experience innovation center (Seic), the coca-cola co. Gronek-Gibbs transformed the KO Lab and the SEIC into a thriving hub of solution and innovation, starting with a complete refresh of the lab space. For a planning meeting with a major large-store customer, she and her team delved into every part of the customer's business and integrated discussions on historic per- formance and sales numbers with talks from subject-matter experts on possible partner- ships, flavor innovation and shopper insight trends. Gronek-Gobbs received in- ternal recognition for working to create a path to purchase through beacon technology.

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