Sunbeam 2015 Annual Report Download - page 13

Newell Rubbermaid 13 2015 Annual Report
Q The company recently created a Market
Delivery Organization as part of the
Delivery function. How will this change
impact the company?
The formation of a single Market Delivery Organization
will allow our Delivery team to more consistently unleash
the key capabilities of our trade, customer collaboration,
shopper and customer marketing groups. Before the
change, our Delivery organization had been multi-pillared
with Trade Marketing, Customer Collaboration and
Shopper Marketing as stand-alone organizations, adding
unnecessary complexity. Our new structure will allow us
to significantly unlock trapped capacity for growth as
outlined in our Growth Game Plan. The Market Delivery
Organization is focused on three key deliverables:
commercialization of product innovation plans, creation
and acceleration of year two new product growth plans,
and creation and execution of core business growth
plans. As a result, the Market Delivery Organization will
deliver more holistic selling solutions to our customers,
driving category growth, step change distribution and
share-of-shelf gains, and impactful in-store marketing
of our brands. This will, in turn, deliver a better in-store
experience for our consumers and drive accelerated
point of sale and market share gains.
Q Why is it important for the Delivery organization
to put the consumer at the center of everything?
The Market Delivery Organization uniquely owns the
experience when consumers interact with our brands
and innovations at either the retail or distributor
touchpoints. These consumer interactions are critical
trial opportunities, and how our brands are presented
and communicated will determine our success in the
marketplace. As a result, everything we do as a Market
Delivery Organization has to be consumer-centric in
order to win consumer trial and win versus the competition.
Q What steps are you taking to become the
partner of choice for your customers, and how
does the consumer fit into that equation?
Our Shopper Marketing program is a great example of
a capability we oer to customers that our competition
is not currently providing. This program seeks to
understand the behavior of consumers, specifically why
people make purchase decisions and what’s involved
in that path to purchase. This provides us with the
knowledge necessary to properly focus advertising and
promotion funds at retailers and more eectively target
specific shoppers to turn them into buyers. Our goal
Joe Arcuri assumed the position of Chief Commercial Ocer at the beginning of 2016 after
serving as President of the company’s Home Solutions business segment since 2014. In this
capacity, he was instrumental in actively managing the Rubbermaid brand portfolio for
growth and profitability, driving growth in the food storage area while exiting less attractive
categories within the segment. He also brought increased commercial innovation and category
management-driven insights to further enhance the Calphalon®, Goody® and Rubbermaid® brands.
EXECUTING WITH
EXCELLENCE TO
ACCELERATE
GROWTH
CUSTOMERS /
Q&A With Joe Arcuri,
Chief Commercial Ocer