Our comprehensive, highly disciplined collaboration model, which continues to evolve as we adapt to changing industry dynamics, has repeatedly produced the desired results for both manufacturer and retail clients. We have developed countless collaboration strategies and go-to-market plans, facilitated several hundred top-to- top initiatives, conducted numerous classroom and tutorial collaboration training sessions, guided industry initiatives and written numerous articles on the subject.

We define strategic collaboration as any situation where there is explicit agreement between a retailer and supplier to leverage combined resources for the purpose of delivering sustainable mutual benefit, with emphasis on efficient movement of product across the supply chain, profitable category growth and enhancement of the shopping experience.

The ability to achieve a strategic collaborative relationship falls squarely on the shoulders of the retailer and supplier. Both must be willing to rethink their priorities and move beyond traditional collaborative practices to where the shopper is the primary emphasis of all initiatives. This means…

• Willingness and ability to align goals, strategies, systems, people and processes.
• Commitment to the collaborative process and desired outcomes from top down and across functions.
• Ability to establish trust and productive communications.
• Willingness to openly share knowledge and information.
• Ability to think, plan and commit beyond one or two years.
• Willingness to provide resources required to support development of innovative and differentiated merchandising and product solutions,
• Willingness to share risks and rewards

Keeping in mind the wide range of situations that may influence the relationship between a retailer and supplier, such as the retailers or suppliers relationship philosophy and practices; category importance to the retailer; a retailers resources; a suppliers brand importance and position within the category; importance of the retailer to the supplier; availability of supplier resources, etc., we feel its important to categorize collaboration into three levels. This categorization defines the types of collaboration from tactical to strategic. It recognizes not all manufacturers have the capability nor would it be in their best interest to strive to achieve a strategic collaboration level. This categorization approach has proven to be an excellent decision guide for our clients when determining deployment of resources and potential return on investment.

Our experience and in-depth understanding of the collaborative process ensures a manufacturer will receive a maximum return on investment for resources deployed to support a collaborative process.

Collaboration Sustainability and ROI Maximization Model

Collaborative sustainability and ROI maximization can only be achieved by adhering to a disciplined planning and implementation process within the framework of a formal Customer Alignment Strategy and Plan. Unfortunately, most manufacturers fall far short of this critical success requirement. Retailers also have a long way to go on their side of the desk.

Over the years we have studied diminishing incremental gain and its negative impact on collaborative sustainability. Most companies do not think about it or know how to plan for it. Highly disciplined end-to-end planning and execution processes are the exception. They should be a requirement. And, a vast majority of manufacturers, when asked, admit they do not have a formal Customer Alignment Strategy and Plan.

There is consensus throughout the industry that collaboration must move to a much higher level…we know how to get our clients there.

WWA’s customer profiling process captures those factors that can influence the level and results of collaboration. This provides the basis for applying our unique approach to determining the probability of entering into a collaborative relationship between trading partners. The probability process, combined with
other segmentation metrics, guides customer categorization and the selection of collaboration candidates.

Each remaining step in our approach has multiple sub-steps and process requirements. It encourages cross functional involvement and agreement. ROI measurement takes into consideration both financial and non financial metrics.

The following is an overview of the WWA Collaboration Sustainability and ROI Maximization Model:

Keeping in mind that WWA has been recognized for over twenty years for our unparalleled understanding of retailer/supplier dynamics, we bring a “real word” perspective to the “how to’s” of this important issue.

Top-to-Top Effectiveness Model

The “Top-to-Top” meeting provides an opportunity to confirm or gain an understanding of each company’s goals, business strategies, marketing plans, operating philosophies, resources, expectations, etc. It brings senior executives together in an environment that encourages productive communications; an opportunity to discuss how both parties can work together for mutual benefit.

The meeting should be carefully orchestrated with the primary emphasis on the future…how to grow sales and profits, how to enhance the shopping experience and how to maximize operating efficiencies. It should be structured so there an opportunity for spontaneous “what if” discussion…the key to breakthrough thinking that separates the “winners” from the “losers”. Time allocated to reviewing past performance should be kept to a minimum.

Each party should come to the meeting prepared to discuss business dynamics from a broad or global perspective. This is the best way to set the stage for strategic dialogue. It’s important to remember that the “Top-to-Top” meeting is only one aspect of an on-going collaborative process that requires on-going awareness and commitment throughout each organization.

WWA’s “Top-to-Top” Effectiveness Model includes a proven pre-meeting approach, guidelines on how to engage in productive “Top-to-Top” communications, and how to structure post meeting communications and project initiatives across companies and down through the respective organizations to ensure delivery of expected outcomes.

We adapt this model to meet client requirements, guide implementation and coach senior executives on how to engage in productive communications.