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to date by following us on twitter thequanticgroup or if you are on linkedin you can connect with us here thank you for following our blog and we hope you continue to do so the quantic group posted in uncategorized leave a reply a business lesson from the ryder cup posted on october 2 2014 by thequanticgroup reply a couple of weeks ago i wrote about my thought that business can learn a lot from sport that particular train of thought continues as i sit at gleneagles waiting for the opening ceremony of the ryder cup after following both teams through their final practice round practice we all know we should do it but rarely do the ryder cup teams have had four days of on and off the course practice ahead of just three days of competition the first thing that strikes me is that the hours of practice completed outweigh the hours that any one player is likely to spend competing secondly the repetitive nature of the off course practice range sessions means they have confidence and trust in their capability to consistently hit good shots thirdly they practice for every eventuality so that any errors can be turned in to positives bunkers are just not a problem finally they practiced as a team with different playing partners to build a great camaraderie when did you last see so much rigour in practicing before a significant customer meeting my guess is not for a long time the scramble to get the powerpoint finished the printing done the product samples together and so the list goes on it s likely that many people have had input to the content but who s written the script thought of the customer s possible objections decided who s going to deliver which lines and organised a relevant meaningful amount of practice only practicing the practice will give an idea of what s needed for example maybe a 100 000 meeting equates to five hours of practice maybe more or less but i m sure a pattern will emerge maybe it s time to re name one of your meeting rooms the practice room something i ve never seen in corporate life but something you ll see at every golf course challenge yourself and your teams to be at the peak match fitness by putting in the hours of practice remember those famous words from gary player the more you practice the luckier you get be lucky posted in business golf leadership strategy leave a reply why aldi is winning way beyond price posted on september 29 2014 by thequanticgroup reply the ongoing success of aldi in the uk is not just based on the way it has taken on the major multiples in terms of price their financial performance is impressive enough with their latest results showing a 30 increase in like for like sales but this is complemented by recent research studies such as being voted the most popular brand in the recent yougov brand index poll or the mmr research study which highlighted shoppers as having a very positive emotional association with aldi shoppers in the major multiples are being turned off by being overwhelmed with choice which often leaves them lost and confused the aldi proposition which may not provide the most inspirational in store environments is one of simplicity and honesty this is something that the major multiples need to understand and react to if they want to protect their market shares in terms of inspiration although the store layout may not offer much the store still manages to provide inspiration and excitement by the ever changing wigig when it s gone it s gone offerings judging by the items i see in the trolleys and baskets at the checkouts the amount of unplanned purchases created from this section of the store must be a significant contribution to both the stores financial success and the positive association shoppers have with the brand the message is clear and shoppers are reacting with both their feet and wallets for more information on shopper marketing and what the quantic group can do for you contact jon norbury at jnorbury thequanticgroup com or call 44 0 1252 616100 posted in brand channel consumer fmcg retail shopper leave a reply grocery shopping from a shoppers perspective posted on september 24 2014 by thequanticgroup reply we live in ilkley a couple of empty nesters within a short drive we have access to most of the uk s retailers we do a lot of online shopping but never for groceries we lost faith when one retailer substituted private label cola for coke and another sage for rosemary i thought you might be interested in our reasons for shopping where we do like most people we shop a range of grocery retailers for quality meat we go to one of two of our local butchers who supply from local farms for everyday meat we ll buy from any of the chains similarly when we shop for fish for general grocery we go to booths we love the fact they are a regional chain and they wear their yorkshire lancashire roots on their sleeve for quality ingredients we go to waitrose we even think essentials are high quality morrisons local is our emergency shop we liked the idea of them supplying anything their local large store has but we ve never used the facility we d buy more there if their meal solutions were more inspiring we are regulars at m s food a meal for two for 10 and we ve never been disappointed then there s aldi we lived in germany for four years and shopped with them regularly but never do here we probably chose aldi because other german multiples were shockingly bad we do shop at tesco but only when convenience wins over the other criteria on the topic of tesco are we only ones who scan our card every visit but rarely redeem the coupons i should mention js but we hardly ever find a reason to drive past the waitrose which is close by so what does it mean for retailers dare to be different and be famous for something posted in brand category channel consumer fmcg retail shopper uk leave a reply onboarding and upboarding posted on september 17 2014 by thequanticgroup reply discussions with clients throughout the year as recently as today have highlighted a clear trend in the lack of great onboarding sales people in particular seem to lack the quality of immersion that we know is a significant influencer of building selling success great onboarding programmes for sales people are by far an exception instead the commercial pressures to deliver the numbers today combined with the belief that a new salesperson must surely know how to sell get in the way after all they were selling in their previous business weren t they but it s not just about the new guys there also seems to be resistance to upboarding the current sales teams when were your sales team last exposed to selling capability development my guess is some time ago experience shows that they re more likely to have been exposed to developing their negotiation capability than selling but the title of chief negotiator is more likely to be found in the fbi or cia than in an fmcg environment so what to do if you want a stellar selling team it s key to define onboarding as an ongoing capability journey for the first 100 days and not just a hiring event under the title of induction that happens in the first week and then the box is ticked similarly upboarding is critical to keeping selling skills sharp and relevant to the increasingly changing buying environment bad selling habits are easy to slip into and complacency about thinking we know the customer stops us doing the basics brilliantly which in selling is understanding the customers needs to successfully surf the ups and downs of the selling waves you need your sales people to get on the board stand up and stay up posted in business hr sales leave a reply measuring key account management posted on september 10 2014 by thequanticgroup reply for many companies the management of their business with their biggest customers is as important as having strong brands this is particularly true of fmcg companies and their large retail customers increasingly the key account manager will be director level and be expected to manage the business with a general management mindset this is a step change for most businesses and demands leadership skills not necessarily acquired through development within traditional customer development roles a useful tool in helping to establish this general manager mindset is to use a balanced scorecard when assessing the business with key customers in our view a key account balanced scorecard covers four key areas financial performance this starts with top line sales and operating income of course other useful measures can include cost to serve capex roi on discretionary investment sales f undamentals everything that the retailer can do to impact sales and mix e g assortment share and quality of fixture space promotion intensity and effectiveness etc business driving initiatives the key initiatives that will deliver sales and profit growth over and above what can be achieved through business as usual team development and resources ensuring the team both direct and indirect have the skills and capacity to meet current and emerging business needs based on the businesses strategy appropriate kpis are established in each quadrant and tracked for monthly review the key review questions are are the numbers being delivered are the sales fundamentals in place are we progressing against the business drivers is the team capability and capacity in place and developing in future blogs we will look at each of the four tracking areas in more detail posted in category channel leadership strategy leave a reply a business lesson in feel and form from europe s ryder cup captain posted on september 3 2014 by thequanticgroup reply as a keen golfer i m eagerly anticipating this year s ryder cup and looking forward to spectating at gleneagles for a couple of days listening to paul mcginley s captain s picks today and his rationale i was prompted to think about a number of things these ranged from standing in school playing fields having to choose or be chosen to be on teams to what we can learn in business from the principles of soft and hard sports analytics mcginley rationalised his choices with a combination of feel and form the feel related to unquantifiable benefits that the players would bring to the team for example lee westwood s experience from nine previous ryder cups the infectious energy of ian poulter so evident at medinah two years ago and the passion for the event shown by steven gallacher who gave 110 as he fought for an automatic place at the weekend to bring more science to the picks mcginley also looked at form over a number of time periods previous ryder cups the 2014 season and the last few events in the race for places behind the scenes golfers analyse every dimension of their game probably more than any other sport they correlate them to results and compare their own stats vs those of the players with high rankings putting averages greens in regulation sand saves fairways hit birdies made on par everythings driving distances and so the list goes on right down to breakfasts on a winning day rarely do we undertake such forensic dissection in the business world but we probably should what makes a sales person achieve consistently successful form for example is there a correlation to the quality and or quantity of open questions asked to understand customer needs the amount of time spent in the customer s head office or stores the number of contact points time spent to prepare for a customer meeting the speed of response to customer queries golfers analyse their form not to prove where their game is strong but to improve their game s weak areas so they can compete with the best and increase the likelihood of success it seems to me that we could learn a lot from applying the principles of sports analytics to business activities that are repeated this would help identify the step up performance areas and form the basis of an improvement training coaching and practice plan the outcome of today s leadership decision by paul mcginley will be evident in a few weeks in the meantime as a functional leader what s the form like in your team and can you pin point with supporting evidence the step up areas or are you going on feel alone posted in business leadership strategy leave a reply time for an hr shake up posted on august 27 2014 by thequanticgroup reply some interesting thinking from ram charan about splitting hr so that it s more relevant to modern businesses talking to ceos across the globe the majority are disappointed in their hr leads they would like to be able to use the heads of human resources in the same way that they use their financial officers as sounding boards and trusted partners and rely on their skills to link people and numbers to diagnose weaknesses and strengths in the organisation and people find the right fit between employees and roles and advise on the talent implications of the company s strategy but it s rare most hr heads are process oriented generalists who have expertise in personnel benefits compensation and labour relations they are focussed on internal matters such as engagement empowerment managing cultural issues or change what they can t do very well is relate hr to real world business needs they don t know how key decisions are made and they have difficulty analysing why people or whole parts of the organisation aren t meeting the businesses performance goals a common quality amongst the hr community who can do this is that they have worked in line operations the solution that charan suggests is to eliminate the position of chief hr officer and split hr in two strands one hr a for administration would primarily manage compensation benefits and report to the cfo the other would be hr lo for leadership and organisation and the focus would be on improving the people capabilities of the business and would report to the ceo our experience of developing capabilities would support the principles of this thinking the capability agenda must be connected to the organisations commercial ambitions so that learning and its application can tangibly impact the business for the better this appears more readily embraced at a functional level where sales directors identify the need for selling or negotiation development but rarely does this connection get initiated by hr posted in business hr leadership strategy leave a reply pop up retailers the next big thing posted on august 4 2014 by thequanticgroup reply pop up retailers are tipped as being a huge contributor to the retail sector as much as 2 1bn over the course of 2014 the pop ups occupy empty spaces setting up temporary shops or fixtures for a brief period of time before moving on these temporary retailers have been among the fastest growing sectors in the retail sector this year a study by ee the digital communications business and cebr the economic consultancy returned staggering results for the growth of these mobile retailers forecasting growth of 8 4 for next year notably...