Jeff Cohen’s Post

It’s been a long time running….It’s well worth the wait ! My all-time favorite band, The Tragically Hip wrote the song “It’s been a long time running”, chronicling the end of one life experience with a view towards the next.  It ends with the line, “It’s well worth the wait.”  That pretty much sums up my career path looking ahead.  I’m excited to announce that tomorrow (Feb 7, 2024), I’m launching i34g Consulting, my own Strategy, Sales & Marketing firm!  After 30+ years in the FMCPG & Retail industry in Canada & the U.S. , tomorrow I leave corporate world & write the next entrepreneurial chapter. In the coming weeks, I’ll be reaching out to friends & colleagues with the hope of enlisting support building awareness of the value-added services of newly-minted i34g. Before I do that, I want to acknowledge many who were instrumental helping me reach this crossroad of opportunity.  Early in my career at Kraft Foods, Derek Briffett, Gary Kerr & Brian Press gave me an amazing chance to pioneer Category Management.  That led to mentoring by one of the greatest all-time Sales leaders (Lou Kanary) & he taught me the art of Sales & Customer Partnership.  Years later, Earlene Worrall encouraged my big leap into Marketing; that diversification was a personal game-changer.  At PepsiCo, I was mentored by Andrea Graham, who instilled a depth of appreciation for iconic Brands like Tropicana.  During my MARS days, Luc Mongeau & Richard Kellum taught me the power of campaign emotional connectvity. At ConAgra & Maple Leaf Foods, Andrew Armstrong reinforced relentless drive for results & Ian Troop inspired me with Strategy.  Steve Bigford offered a golden opportunity to launch Category Management & Shopper Marketing across North America at Irving Consumer Products.  Tyson Yu & Deb Cochrane gave me insight to the power of B2B marketing at ARYZTA. Robert Sherkin, Pete Koszo & Ron Dolan gifted their depth of tire & auto industry knowledge, when I led Marketing for SAILUN Tire Americas. I also have many people to thank for my experience on “the-other-side-of-the-sales-desk”, when I rounded out my last corporate role at Sobeys. I learned a lot in 3 decades, thanks to many supportive people.  Now, with years of iconic brand experiences in my toolbox, I’m kicking open a new entrepreneurial door.  There are many who blazed that trail including Eric Yuan/Zoom (41), Sam Walton/Wal-Mart (44), Henry Ford/ 1st Auto (45), Ray Kroc/McDonald’s (52), Ariana Huffington/The Huffington Post (55).  All achieved incredible success in a later career chapter, and while that’s aspirational company to try to join, I’m up for that challenge. It’s time to apply years of experience in Tier 1 CPG to help small to mid-sized players “Play at that Pro Level”.   Please check out my new website at www.i34gconsulting.ca or www.i34gconsulting.com  & spread the word that i34g is launching!  It’s been a long time running….but it’s well worth the wait.    Cheers, Kevin 

From Struggle to Snacking Giant - Frito-Lay’s Sales Strategy Secrets. Imagine starting a business in some of the toughest times in history. The early 20th century saw wars, the Great Depression, and huge technological changes. It was against this tough backdrop that Frito-Lay began as a tiny snack firm selling five-cent corn curls and potato crisps. They needed to find a way to stand out and grow despite all the challenges. During the Great Depression, people didn’t spend much money on snacks since they had less money to spare. Despite this, two clever businessmen saw a golden opportunity. Charles E. Doolin started selling Fritos corn chips in 1932, followed by Herman Lay selling potato chips a few years later. They were just small-time sellers, but they had big dreams. Did you know that when Fritos first started, they went from making 10 pounds of chips to 100 pounds in just one year? This rapid growth showed they were onto something big! So, what can CEOs learn from Frito-Lay's success to boost their own revenue and impact? First, it’s about solid sales strategy and positioning. Even when their new Doritos flavors failed at first, Frito-Lay didn’t give up. Instead, they re-launched Doritos with new, exciting flavors, meeting what their customers wanted. This taught them the importance of always listening to the market and being ready to adapt. By making smart decisions like merging with Pepsi, they used better distribution systems to get their products everywhere. My Big Takeaway: The Power of a Well-Defined Sales System The biggest lesson here is the importance of having a strong sales system and strategy. Frito-Lay showed that perseverance, adaptability, and smart positioning are key. A robust sales strategy helps you to tackle competitors, harness new opportunities, and continue to grow. Like how Frito-Lay expanded its product lines and improved its distribution channels, a good sales system can increase your business reach and customer base. This isn’t just about making money— it’s about creating a positive impact and legacy.

This month marks five months since I began my sales rotation at Bacardi, and what a transformative journey it has been. My experiences have shattered preconceptions and broadened my understanding of sales, particularly in the context of today’s economic challenges. The question of how to persuade consumers to buy your products and achieve “liquid to lips” while they are tightening their belts has become a focal point in my role. Through innovation and relationship-building, I’ve learned that success in sales is about ensuring that when someone decides to buy a drink, it’s our product they choose. Understanding the consumer landscape in South Africa also presents a unique challenge for marketers and salespeople. Our ever-changing consumer market is distinct, often bearing only a limited resemblance to the rest of the world. South Africa's diverse demographics and varying economic conditions require a tailored approach. Strategies that work globally may need significant adjustments to resonate with local consumers. This uniqueness demands a deep understanding of regional preferences, cultural nuances, and economic realities, and this uniqueness has kept me hooked and intrigued! The spirits industry has taught me that in sales, it’s not just about being present; it’s about being preferred. And that’s a lesson I’ll carry forward in my career. 🍸

Meet the team Monday we are introducing Shannon Peffley How long have you been in the CPG world? over 20 years, started working for my Father's c-store distribution company when I was 14 years old. What's your area of expertise and territories you manage? I am the VP of the East Coast/Midwest Team and over see Key accounts on the East Coast. What's a brand you wish you repped and why? There are so many brands out there but top ones would be Chubby Snacks because they sell a quality product and the team is awesome. Also Dream Pops always been a fan of their marketing and product is delicious. Piece of advice you would give brands? Know your numbers, understand what is cost you to produce, market, distribute, and sell your product. Make sure you build enough margin from the start and not the idea of as you scale your cost will come down. Start regional so that you can get feedback and make changes while you're still small enough to do so. Favorite Grocery Store to shop? I'm a Pa man at heart so when I'm in town it's stopping at The GIANT Company and Wegmans Food Markets When you're not working what do you enjoy doing? I love being outside and traveling. Spending time with my kids out on the water or out in the woods where we can't be distracted by technology. #meettheteam #cpg #foodandbeverage ##cpgindustry #teamwork #sales #salesagency #growing

Juice and Jeopardy - How Naked Juice's Journey Can Guide Your Sales Strategy. Back in the early 1980s, two friends, Jimmy Rosenberg and David Bleeden, noticed something. People loved healthy, natural drinks but didn't have many options to choose from. Walking along the sunny beaches of Santa Monica, they decided to change that. They started making fresh fruit juices with no artificial ingredients, calling it "Naked Juice." But starting a successful business from scratch was no easy task. The initial journey was tough. Imagine selling juice right on the sandy beaches with only a small stand. An interesting fact is that the name "Naked Juice" came from their idea of keeping the juices free from any artificial stuff, just like being "naked." Despite their passion, expanding the business wasn't simple. They had to find ways to get their products in more places while staying true to their natural roots. The big break came when Naked Juice tapped into the growing health food movement, appealing to people looking for nutritious options. To manage nationwide demand, they set up new delivery centers and even got bought by PepsiCo in 2007. This was a game-changer. With PepsiCo's wide distribution network, Naked Juice became available everywhere. This strategic move highlighted the importance of good sales systems and partnerships to grow a business. My Big Takeaway: The story of Naked Juice shows the power of a solid sales strategy and leadership in growing revenue and making an impact. Having an effective sales system and forming strategic partnerships can help scale operations and meet customer demands. Naked Juice’s road from a small beach stand to a nationwide brand teaches us that passion, coupled with smart sales strategies, can transform a business. Join the www.CEOSalesHuddle.com for sales growth and business strategies. Stay Hungry. Stay Humble. Che Brown www.CEOSalesHuddle.com Connect with me: @IamCheBrown #CEOSalesHuddle #CEOSalesDashboard #CEOMasteryNetwork

Juice and Jeopardy - How Naked Juice's Journey Can Guide Your Sales Strategy. Back in the early 1980s, two friends, Jimmy Rosenberg and David Bleeden, noticed something. People loved healthy, natural drinks but didn't have many options to choose from. Walking along the sunny beaches of Santa Monica, they decided to change that. They started making fresh fruit juices with no artificial ingredients, calling it "Naked Juice." But starting a successful business from scratch was no easy task. The initial journey was tough. Imagine selling juice right on the sandy beaches with only a small stand. An interesting fact is that the name "Naked Juice" came from their idea of keeping the juices free from any artificial stuff, just like being "naked." Despite their passion, expanding the business wasn't simple. They had to find ways to get their products in more places while staying true to their natural roots. The big break came when Naked Juice tapped into the growing health food movement, appealing to people looking for nutritious options. To manage nationwide demand, they set up new delivery centers and even got bought by PepsiCo in 2007. This was a game-changer. With PepsiCo's wide distribution network, Naked Juice became available everywhere. This strategic move highlighted the importance of good sales systems and partnerships to grow a business. My Big Takeaway: The story of Naked Juice shows the power of a solid sales strategy and leadership in growing revenue and making an impact. Having an effective sales system and forming strategic partnerships can help scale operations and meet customer demands. Naked Juice’s road from a small beach stand to a nationwide brand teaches us that passion, coupled with smart sales strategies, can transform a business. Join the www.CEOSalesHuddle.com for sales growth and business strategies. Stay Hungry. Stay Humble. Che Brown www.CEOSalesHuddle.com Connect with me: @IamCheBrown #CEOSalesHuddle #CEOSalesDashboard #CEOMasteryNetwork

The moment where you decide a retailer or online account is a key account can be quite elusive. Basically what most FMCG companies do is look at an IDR value contribution to decide whether or not to dedicate valuable resources to it. Keyword here is "potential". This can either be future growth for your own brand(s) or a more strategic view on how the industry will develop. In my book a key account is an account you select because of the potential it has to grow, less what it currently does for you in terms of sales. The question is whether the extra attention and investment will lead to significant future ROI or not. Some accounts are fine with management by non-specialists (unmanaged, buy, sell and a promo now and then) and do not warrant a more elaborate account development plan. So instead of going by gut feeling or historical truths on what should be a key account you have to look at data and trends. Where the champions of yesterday may be the dinosaurs of today and going extinct because of new disruptors in the market and changing consumer preferences. This insight is crucial for any FMCG company as it can mean life or death in the next few years and your job on the line as a decision maker. Your competitors are also investing namely and planning world conquest just like you and your team. You want to fight blind? Use your key account and field team as a source of information gathering on the competition and use technology to turn it into useful management information for you and your team to act on. #fmcg #distribution #fmcgdistribution #sales #fmcgsales #indonesia #channelsales #distributors #fmcgindonesia

#Wineclub Managers, DTC leadership - here's a quick guide to conversion rate by segment that we call. These are 10 year trends that have allowed us to create predictable revenue for our brands. DTC Sales: Wine Club - 4-6% (smaller purchases, more frequent) Qualified Non Club - 3-4% (bigger purchases, less often) Unqualified (one time purchasers - last 18 months) 1-2% Unqualified - Disengaged .5 - .75% These numbers are an aggregate of all brands, all time - comprised of 90% brands from Napa Valley, average price point $75 - $200 per bottle Where I'd spend my time and resources in managing DTC revenue operations for your brand. ➢ Unqualified - Disengaged - 1 email asking if they'd like to remain on the list and an offer to come back. Otherwise, they are gone and useless data. ➢ Unqualified - Email only, with quarterly requests to update information or unsubscribe. You'll get some that will engage again. But the ROI is tiny. ➢ Qualified Non Club - Email + Telesales Campaigns with a target of moving 10% into the club py. ➢ Wine Club - Dedicated Account Manager + Email + Telesales - the point person will usually get you another year by downsizing friction the customer may experience. #wine, #winery, #dtc #napa #customer #wineclub #members #sales #account management #ltv #aov

I often get asked, "What does your team actually do?" Here’s a snapshot of what I am working on over the last couple of weeks in September: I am helping improve insights, strategies, and capabilities for a wide range of clients including Greencore, 2 Sisters, Pepsi Co, Greggs, Coles, Tesco, Asda, Co-op, Waitrose, and several Welsh bakery suppliers. The projects I am involved in cover a diverse set of challenges, such as envisioning the store of the future, exploring new revenue streams, analysing future diets, category benchmarking, franchise development, coaching, category visions, persuasive selling, storytelling, commercial excellence, and generating insights from shopper data. In addition to this, I’m developing proposals for 5 new leads and my team are all busy running projects including retail safaris, 2035 visions, training courses, selling stories, e-commerce strategies, away-from-home initiatives, path-to-purchase insights, retailer deep dives, forecasting, keynote presentations and seminars. We also have several events—both internal and external—and are working on new initiatives that will shape the next phase of growth for our consulting services. Each company I’ve worked for has taught me something valuable, but I’ve learned more in six months at IGD than I ever could in six years in any of my previous roles. If this sounds like the kind of dynamic work-life you would enjoy, keep an eye on my feed over the next few days as we share opportunities for more people to join our team. Or, if you're an independent professional with specialist commercial skills, feel free to reach out. We’re in the process of building the associate network our industry needs, and you could be a part of it. If the roles are not for you, but you have agencies in mind for some of the topics I mention, please message me and let us show you how we can help.

Sales Supervisors: The Pillars of Quality and Trust in Food & Beverage "A respected leader at the core of every successful operation, the sales supervisor transforms pressure into performance and customer trust. It’s time their role is valued, not overshadowed by toxic management." Sales supervisors play a crucial, highly respected role in the food and beverage industry, connecting frontline teams with upper management while ensuring quality and customer satisfaction. Their leadership and resilience are essential, yet often misused or undervalued under toxic management. With strong leadership qualities, a skilled sales supervisor can effectively replace the need for Area Sales Managers (ASM) and Regional Sales Managers (RSM), whose roles can often become detrimental and talent-killing within organizations. By recognizing their contributions and supporting their growth, companies can enhance team morale, elevate customer loyalty, and drive sustainable success.