Solution Advisory & Delivery
Consumer Products, Retail
America, Europe, Global, Middle East
Manage the financial planning and product lifecycle process all in one place, connecting the merchandise and finance team like never before.
This model provides truly Connected Planning between merchandise and FP&A. Plans flow instantaneously between finance and merchandise departments, enabling the most-informed users to simultaneously contribute to modeling their part of the weekly, monthly, or annual processes, and together analyze the impact to drive to the future.Request a demo
Finance and Merchandise, connected at last.
Finance sets the target; Merchandise supplies the product. Integrating the two has never been more important, when accuracy and efficiency gains are paramount.
Start from scratch, arrive at a life-time value for a customer by building your customer funnel across channels by integrating your financial plan for marketing spend, CPA, and customer behavior. Cascade your customer forecast to your retail locations to back-in to demand while your merch team builds its own bottom-up SKU forecast and assortment. Compare and contrast the two plans, align on goals, and build out the rest of the plan in your retail channel strategic plan; from store openings, to renovations, to staffing, to product assortment, to new product introductions.
In this model, you can expect your Finance and Merchandise teams to collaborate with the following functionality
- Build your customer funnel, with cohorted behavior analysis to identify active customers, orders, frequency, and AOV.
- Produce on your top-down sales forecasting by leveraging seasonality and outputs of your customer funnel.
- Allocate your sales plan to existing and planned retail locations based on historically-informed store profiles.
- Incorporate a store profile’s assumed assortment to produce a highly accurate average order value or average selling price.
- Incorporate input from your real estate committee, planning out new store openings with capex and opex assumptions.
- Compare top-down sales target with the bottom-up retail build to identify gaps to plan and take action to close those gaps
- Enable merchandise budgeting for purchasing and COGS with an open-to-buy at the category level.
- Incorporate sales orders, purchase orders, and a statistically-driven SKU-level demand plan to inform replenishment.
- Set inventory service levels such as weeks of supply, minimum order quantity, target re-order levels, to drive replenishment.
- Facilitate in-season planning with Next-4-Week forecasting driven by store profile and recent historical performance.