GUIDE Quiz

Your brand team spent $10M on TV advertising driving awareness to 75%. Your trade team spent$8M on promotions. Sales grew 5%. The CFO says you’re spending too much. What’s your analysis?

You run a promotion offering 20% off your premium product. Sales double during the promotion butreturn to baseline immediately after. Two months later, your sales are actually 10% below the original baseline. What happened and what do you do?

Customer satisfaction scores are high (4.2/5.0) but repeat purchase rates are flat. Your brand team wants to invest $2M in a loyalty program. Your sales team wants the money for trade promotions. How do you decide?

Your sales team forecasts 12% growth based on customer commitments. Marketing projects 8% from brand initiatives. Supply chain can support 10% without major investment. Finance wants 15% for the annual plan. How do you resolve this?

You have 45 SKUs in market. Analysis shows: 15 SKUs drive 80% of profit, 20 SKUs break even, and 10 SKUs lose money. The money-losing SKUs were launched in the past 3 years. What do you do?

Your category is declining 3% annually. Your prices are 15% premium to competitors. The sales team wants to lower prices to gain share. The finance team wants to raise prices to protect margins. What’s your recommendation?

A major retailer shares their loyalty card data showing declining category sales in stores where you’re strong. What do you do?

Your supply chain costs are 12% of revenue vs. industry average of 10%. The operations team wants $5M for warehouse automation. The sales team wants that money for trade spending. How do you evaluate?

Your e-commerce sales are growing 40% annually while traditional retail grows 2%. Your distribution network was designed 10 years ago. How do you respond?

You’re negotiating with a retailer. They want: 5% price decrease, extended payment terms (60 to 90 days), and additional marketing funds. In exchange they’ll: increase shelf space 20%, feature you in their loyalty program, and share shopper data. Should you accept?

You have 20 field sales reps. Five consistently exceed targets, ten meet expectations, and fiveunderperform. What’s your approach?

You’re the category advisor for a $500M category. The retailer wants to transform category performance using behavioral science, omnichannel integration, and advanced analytics. They expect you to lead. What’s your approach?

Your company enters a new market where you’ll need distributors to reach 5,000+ small retailers. You identify 12 potential distributors ranging from small local players to large national firms. How do you approach distributor selection and management?

The finance team rejects your promotional plan because the projected ROI is 95% (below their 100% hurdle). However, you know this promotion will build trial among new customers who typically have 5-year lifetime value of $200. What do you do?

A retailer asks you to lead a category review. They currently carry 150 SKUs in the category generating $2M annually. What’s your recommendation approach?

Your marketing team launches a new “premium natural” positioning. Your sales team says retailers won’t accept higher prices and want to maintain current pricing. What’s the issue?

Your annual shopper marketing budget is $5M. The marketing team wants 70% for in-store displays. The digital team wants 70% for retail media. Both have data supporting their approach. How do you decide?

Your sales team commits to 15% growth. Supply chain says they can support 8% growth without significant investment. Sales blames supply chain for limiting growth. Supply chain blames sales for unrealistic forecasts. What’s the root problem?

Your brand has 15% market share but only 8% share of shelf space. Sales analysis shows your products have 50% higher sales per linear foot than category average. What do you do?

Your company has mountains of data: POS data, shopper loyalty data, market research, syndicated data. Yet your sales team still makes decisions based primarily on experience and intuition. Why?

Your #1 customer represents 30% of your revenue. They want to expand your partnership but theirdemands include: 2% price reduction, dedicated supply chain resources, quarterly business reviews, andcollaborative innovation. What’s your response?

You launch a premium product at 30% price premium to the category. Initial distribution is strong but sales are disappointing. Store visits show: products are on bottom shelf, no promotional signage, pricing not clearly displayed, and frequent out-of-stocks. What’s your priority?

Your analytics team reports that 40% of shoppers buying your main product also buy a specific complementary product in the same basket. However, these products are merchandised in different aisles. What do you do?

Your company is launching a new product line. The sales VP asks for your go-to-market recommendation. What’s your first step?