Optimizing Shopper Insights For Grocery Retailers

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Ilkka Alarotu, S Group Grocery Trade Jim Hertel, Willard Bishop Cyndy Renfrow, SAS Institute Inc.

description

Analytics have become a vital element in grocery retailers’ toolboxes, helping them to hone in on best practices in order to improve customer service. From space management and promotion planning to price optimization and assortment planning, analytics are delivering the insights that help grow the business and improve the bottom line.Retailers around the world are finding success with insight-driven analytics. Representing the largest grocery cooperative in Finland, Ilkka Alarotu from the S Group will share his expertise and experiences with analytics in an upcoming webinar.Joining Alarotu during the webinar, industry consultant Jim Hertel from Willard Bishop will discuss his perspective on the benefits of analytics; and Cyndy Renfrow from SAS will share grocery case studies highlighting innovation and analytics.

Transcript of Optimizing Shopper Insights For Grocery Retailers

Page 1: Optimizing Shopper Insights For Grocery Retailers

Ilkka Alarotu, S Group Grocery Trade

Jim Hertel, Willard Bishop

Cyndy Renfrow, SAS Institute Inc.

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Welcome to the Webinar

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#LiveWebinar hashtag.

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About Retail TouchPoints

  Launched in 2007

  Over 20,000 subscribers

  To provide executives with relevant,

insightful content across a variety of

digital medium

Free subscription to our weekly newsletter: www.retailtouchpoints.com/signup

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Panelists

Ilkka Alarotu Director, Customer Oriented Assortment and Pricing - Food and Daily Consumer Goods S Group Grocery Trade

Jim Hertel Managing Partner Willard Bishop

Cyndy Renfrow Senior Director, EMEA Retail/FMCG Practice SAS Institute Inc.

Debbie Hauss Editor-in-Chief Retail TouchPoints

Moderator

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Unique Challenges Facing Grocery Retailers

  Commodity pricing pressures

  Decreased household wallet share due to fewer shopping trips

  Increased competition from non-grocery retailers, including deep discounters

  Empowered consumers

  Numerous in-store departments

  Fresh food management

  Mountains of SKUs and UPCs

  Need for a highly optimized workforce

  Siloed internal business processes

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Insight-Driven Analytics Boost Grocery Profits And Revenue

Insight-driven retailing can break down the barriers/silos and provide transparency across the value chain 

Supermarket retailers can expect to increase same-store sales 5% to10% when becoming more shopper-centered

– Jim Hertel, Willard Bishop 

Mobile Technology and Social Media will greatly impact the grocery business and analytics will play a key role. “Location-based information …

represents the most important single feature of mobile.” – Richard Hastings, Global Hunter Securities 

Retailers must institute “outside-in” thinking in order to analyze customer sentiment and deliver actionable insights 

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Insight-Driven Analytics Boost Grocery Profits And Revenue

Smart retailers will respond with a focused optimization strategy featuring 4 key components: 

     

1.  Assortment Optimization

2.  Campaign Planning, Marketing and Promotion Optimization

3.  Pricing Optimization

4.  Demand Forecasting

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9 10/12/11 SOK Päivittäistavarakaupan ketjuohjaus

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1.  S Group in brief 2.  Value Chain Optimization: Big Picture 3.  Space Optimization 4.  Price Optimization 5.  Interactive social media services 6.  Summary

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1.  S Group in brief 2.  Value Chain Optimization: Big Picture 3.  Space Optimization 4.  Price Optimization 5.  Interactive social media services 6.  Summary

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12 SOK Grocery Trade Chain Management

–  The S Group consists of 22 regional cooperatives and the SOK Corporation, which is owned by the cooperatives.

–  S Group has operations throughout Finland, in the Baltic Countries, and in St. Petersburg, Russia.

–  Retail sales: EUR 12,267 million (+5,0 %) –  Profit before exceptional items: EUR 296 million –  Bonuses paid: EUR 333 million –  1,636 outlets –  39,646 employees

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Cars and automotive goods

Hotels and restaurants

Service station stores and fuel sales

Grocery sales

Agribusiness

Department stores and speciality goods

Other S Group’s restaurants S Group’s car dealerships

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“Higher quality at a lower price”

S Group leads the industry with consistently lower prices, wide variety and high customer satisfaction.

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–  Every Day Low Price (EDLP) requires Every Day Low Costs (EDLC)

–  Best demand-based assortment always (continuously) available

–  Easiest place to shop in all locations

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1.  S Group in brief 2.  Value Chain Optimization: Big Picture 3.  Space Optimization 4.  Price Optimization 5.  Interactive social media services 6.  Summary

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Optimization

Space/product In-store efficiency

Logistics costs Display methods

Delivery Pack size Pricing

Store Replenishment

Labour planning

Logistics operations

Automated ordering

2 months 4 – 8 months

Customer-oriented assortment planning

Pricing optimization: volume scenarios

Sourcing

Vendors: Auctions ->Orders

Raw material purchasing

Capacity

Vendors: Logistics plans Inventory levels

Production plans

21 days – 48 hours

Vendors: Labour plans

Production drivers Logistics

operations

•  S Group total / Product / Period

1. Forecast • 

•  Store / Product / Week

2. Forecast

•  Store / Product / Day

• 28 days before

3. Forecast

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Tentative Order Optimization

Space in units / Product / Store

Store Replenishment

System

In-store merchandizing

Display methods and delivery pack sizes

Replenishment cycle

(logistical costs) Inventory

level at store

Picking efficiency

(warehouse / supplier)

Wastage level

Recommended facings / product

•  •  Store / Product /

Week

2. Forecast

•  S Group total / Product / Period

1. Forecast

Orders for vendors

2 months 4 – 8 months

Store Specific Planograms

Space optimizer

Store / Product / Day

• 28 days before

3. Forecast

Sourcing Decisions Assortment Decisions

Pricing Decisions

Drivers:

•  Store specific space allocation

•  100% Shelf availability

Order

21 days – 48 hours

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1.  S Group in brief 2.  Value Chain Optimization: Big Picture 3.  Space Optimization 4.  Price Optimization 5.  Interactive social media services 6.  Summary

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Base drivers 1.  Shelf availability (100 % availability) 2.  Store specific sales forecast by product 3.  Store specific space allocation by category

Business performance optimization 1.  Efficiency in store activities

•  Labour cost of shelving 2.  Logistics efficiency

•  Drop size •  Drop times •  Store replenishment cycles •  Warehouse picking

3.  Vendor efficiency •  Order volume of delivery pack sizes

4.  Total wastage in supply chain

Customer centricity = Best assortment – Easy to shop Cost reduction in supply chain

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Micro space allocation - effectiveness of space allocation for products

- assortment optimization Automated production of store specific planograms

Space optimization on store/product level

Store layout incl. sections

Allocation of sections to product categories

Space optimization on store/category level

Store layout, total area

Display groups

Sales area

Analyzing,Reporting

Total space utilization

- sales area - auxiliary area

- concept development

Macro level allocation -  effectiveness of space

- development of allocation recommendations

Automated replenishment process

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40,000 store-based planograms per assortment period

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1.  S Group in brief 2.  Value Chain Optimization: Big Picture 3.  Space Optimization 4.  Price Optimization 5.  Interactive social media services 6.  Summary

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Lower prices, better margin

1.  More forecasting power: Price elasticity calculations

–  When product A price changes, what happens to the product A volume

–  When product A price changes, what happens to the product B volume

2.  More analytical power –  What is the best combination of prices:

–  Brand leader price is fixed (competition). There also are rules for economic products. What are optimum prices for other products than brand leader to get best margin possible?

–  How we could use customer owner information to improve our pricing?

–  Best customers: what do they buy and what they do not ?

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Scenario -example

10/12/11 SOK Grocery trade chain management

–  Maximize Margin (%) such that –  Units sold is not sacrificed (Units sold ≥ Units sold LY) –  Competitor price rules are not violated

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1.  S Group in brief 2.  Value Chain Optimization: Big Picture 3.  Store Localization 4.  Space Optimization 5.  Price Optimization 6.  Interactive social media services 7.  Summary

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Foodie.fm - Facebook for groceries

Personalized product and recipe recommendations Answers to a simple question: What would I buy and eat today? Unique server technology for personalized product and recipe recommendations.

Empower people to consume smarter Foodie tailors recommendations based on your preferences. Use relevancy search to find products that fit your preferences and taste profile.

Social grocery discovery Social interaction influences consumer behavior. Connect family to co-shop and share. Follow friends to discover new ideas and recommendations.

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SMS & Email Facebook & Web Mobile iPhone, Nokia & Android

Shopping  list:  

CocaCola,  

Arla  Cheese,  

Milk  

Widgets

Retailer & checkout assortment link

Foodie.fm – Social shopping where ever you are

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Benefits

–  Social media speeds up fragmentation of consumer needs: Personalization technology provides a state of the art way to meet the unique needs of consumers.

–  Get the shopper before they buy: Service enables very transparent and interactive way of being part of everyday life of consumers. Create link to checkout from social discovery.

–  Analytics: Ability to feed back analytics from social shopping process.

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1.  S Group in brief 2.  Value Chain Optimization: Big Picture 3.  Store Localization 4.  Space Optimization 5.  Price Optimization 6.  Interactive social media services 7.  Summary

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Summary

–  Best demand-based assortment and availability every day, every hour, every store

–  We are ambitious in developing world class productivity and business analytics

–  Value Chain Optimization connects all operations together to get the maximum output

–  Social media speeds up fragmentation of consumer needs: we need a new level of personalized digital and mobile services for our individual customers

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September 2011

Jim Hertel Managing Partner

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Copyright © 2011. All Rights Reserved. 36

There are Dramatic Differences Between “Best” and “Worst” Front Page Items

Source: Willard Bishop, Chain 12-store transaction data, for 12 weeks beginning 12-31-2008 to 3-18-2009.

Top 10

Bottom 10

Shopper-centered merchants select Front-Page promotions based on Top Shopper appeal

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Copyright © 2011. All Rights Reserved.

Good Loyalty Programs Invite Collaboration

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External (Trading Partners) Internal

  Shopper insights   Data access   Custom research

  Shopper marketing   New vendor resources investment   Marketing services   Efficient and effective demand

generation

  Shopper insights   Behavioral   Attitudinal

  Shopper marketing: internally funded   Shopper-centered merchandising

foundation

  Gaining full value starts with placing the shopper at the center

  Retail trading partners will add to retailers’ investments, accelerating impact

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Copyright © 2011. All Rights Reserved. 38

Over the Past Two Decades, Traditional Supermarket Retailers Have Lost Significant Ground

Source: Willard Bishop

Market Share by Segment

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Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved. Copyright © 2009, SAS Institute Inc. All rights reserved.

Accelerating Growth through Innovation

SAS Grocery Case Studies

October 12, 2011

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Copyright © 2010, SAS Institute Inc. All rights reserved.

Consumers are increasingly difficult to keep up with…   In Store

Call Centre

Email Social

Web

Direct Mail

Mobile

Credit

Loyalty Program

4500 212 3344

Catalogue

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Copyright © 2010, SAS Institute Inc. All rights reserved.

How do we offer personalized service to our customers?

How do we provide better value?

How do we continue to maintain market dominance?

How do we improve profitability?

Where do we open more stores? Which format?

How do we innovate and create a unique differentiation?

How do we listen to our customers to better understand what they want next?

Why are we losing share of wallet to our competition?

Should we open alternate channels?

How do we reposition with deep discounters coming in to our market?

Should we open alternate channels?

How do we break our operational silos down to better server our customers coming to us across the Omni-channel?

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Copyright © 2010, SAS Institute Inc. All rights reserved.

Engineering the Solution with SAS Grocers must successfully execute a combination of these five fundamental processes to be competitive.

Add stores to markets Close non-performers

Remodel to retain and attract

Segment and engage shoppers Target market

Optimize prices

Localize assortments Rationalize store space and

assortments Optimize Promotions

Analytics and ESRI ArcGIS   Analytics   Customer Insights   Marketing Optimization   Promotions Optimization   Customer Sentiment Analysis

  Category Management   Assortment Planning   SKU Rationalization   Assortment Scaling   Space Management

  Regular Price Optimization   Promotions Optimization   Marketing Automation

SAS Enablers

SAS Forecasting – Predictive Analytics

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Copyright © 2010, SAS Institute Inc. All rights reserved.

Content Server

SAS Media Mix Analytics

Omni-Channel Marketing

SAS Marketing Automation/Optimization

SAS for Customer Experience Analytics

SAS Real-time Decision Manager

Offline Customer History

Online Customer History

Creating Automated Continuous Dialogue SAS Marketing Operations

Management

Inventory Data Pricing Data

Store level data

Customer Sentiment Analysis

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Dynamic Intelligence-Driven Personalization

MRM

MA/MO

RDM

CXA

Product Driven by Data

Headline Driven by Search

Price Offer Driven by Data

Text Offer Driven by Data

Real-time Dynamic Collection Technology

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Copyright © 2010, SAS Institute Inc. All rights reserved.

Innovation…

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Copyright © 2010, SAS Institute Inc. All rights reserved.

Applying SAS Innovation in Grocery

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Copyright © 2010, SAS Institute Inc. All rights reserved.

Leveraging Customer Insight to Generate Competitive Advantage

  Company Large U.S. national grocer with over 1,500 stores and in excess of $ 50 billion in sales.

  Opportunity Create “competitive advantage that is better allowing the company …. to target customers’ needs and wants” – Deborah Weinswig, Citigroup Global Markets, August 10, 2008

  Results  “The promotions in these (retailer) mailings have a 40% redemption rate.…which compares to an industry average of 2%” – Deborah Weinswig, Citigroup Global Markets, August 10, 2008

 “Helped (retailer) boost sales by 5%” – Business Week, September 22, 2008

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Copyright © 2010, SAS Institute Inc. All rights reserved.

  Challenge Large North American grocer was facing increased competition, customer defection and eroding margins. They wanted to gain better customer insight, which would drive better merchandising decisions and offers, and increase share of customer’s wallet.

  Solution Licensed SAS Retail Intelligence Solutions to better understand its customer segments and buying patterns by analyzing all point-of-sale data and customer data.

  Results Using SAS, the retailer has gained greater customer insight to drive better merchandising and promotion decisions. The projected ROI is a 3-5% increase in sales.

Gain Greater Customer Insight, Loyalty and Spend with SAS

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Copyright © 2010, SAS Institute Inc. All rights reserved.

Delivering Margin Performance

Business Issue Solutions Results •  Ability to deliver competitive

pricing to customers while protecting profit margins for the company.

 Leverage SAS to create a rules based regular price optimization tool that considers (Retailer’s) competition in creating price elasticity curves. as developed by Deloitte LLP.

  Increased the total margin performance of pilot categories by 2.5 % to 8%

A long-standing regional supermarket chain doing business in the U.S. under multiple banners has always stood for real quality and value. Their reputation stands not only on always delivering a quality product, but on constantly striving to find new ways to improve that quality

“Rising Prices are Here to Stay”

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Copyright © 2010, SAS Institute Inc. All rights reserved.

Improved Forecasting and Customer Insight Lead to Precise Pricing

Business Issue Solutions Results   Increased competition and eroding

margins

 Growing number of customer choices made it difficult to retain customers and increase loyalty

  Increase responsiveness to market conditions

 Maximize margins and market share

SAS® Revenue Optimization  SAS® Regular Price Optimization

 SAS® Promotion Optimization

SAS® Shopper Insights

 Better forecasting to inform precise pricing

 Establishment of comprehensive product and price relationships to improve category management

 Multiple margin and market strategies

 Expected return 2-5% increase in margin

A U.S. regional retailer with more than 1,000 stores doing business across 13 banners.

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Copyright © 2010, SAS Institute Inc. All rights reserved.

Increased Store Comps while Reducing Inventory Levels

Business Issue Solutions Results  Sustain rapid company growth

 Continue to know customers

 Desire to improve customers’ shopping experience

 Desire to add optimization and analytics

 Desire to tailor assortments, pricing, store formats; move away from “one size fits all”

SAS® Integrated Merchandise Planning   Integrated Merchandise Planning

Suite including Merchandise Financial Planning and Assortment Planning

SAS® Business Intelligence  Includes ad-hoc and standard

reporting, built-in analytics and graphics

 SAS® Demand Forecasting

 Adjust Merchandise Assortments quickly to meet consumer demand

 Long term sustainable results expected from new program / platform

 Short-term results achieved in this economy include:

  Maintain IMU   Increase inventory turn   Increase GMROI

A fortune 500 Retailer with more than 5,000 stores is one of the largest, fastest- growing retailers in the United States. It offers both quality brand name and private-label products at value prices.

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Gaining Accurate Visibility into Forecasted Demand

Challenge Solution SAS® Demand Forecasting

Results

 To utilize forecasting analytics to view spatial performance.

 To create optimized assortments tailored to market requirements

 To provide numerous

 Forecasting business processes that account for demand differences across all stores, geographies and product lines

  Includes models for basic product lifecycle and seasonal products.

 Create weekly forecasts/ updates automatically with exception

 Forecasts incorporate operational updates (re-alignments, re-classifications, promotions, introductions, etc.)

  Improved margins with highly accurate forecasts

 Automated exception based forecast management reduces the need for manual inputs and forecast updates

 Forecast Performance reporting to validate forecasting decisions

 Enable users to identify the right forecasting level for item/ locations for specific operational need

Supermarket chain in Europe has established itself as a leader in quality and choice, combining the convenience of a supermarket with the service of a specialist shop.

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Personalized Offers

Business Issue Solutions Results  Need to Streamline process

 Need to replace current CRM system

 High total cost of ownership

 Campaign management platform not tightly integrated with customer analytic models

 SAS® Shopper Insights

 SAS® Campaign Management

  Integrated Analytics

 Highly Targeted, Personalized Offers

 More Automated Campaigns

 Consistent process for all types of campaigns

 Streamlined process because of integrated analytics reduced time and effort and increased user satisfaction

 Lower cost infrastructure

Supermarket chain in Europe has successfully targeted their marketing campaigns to customer profiles supporting tailored promotions.

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Copyright © 2010, SAS Institute Inc. All rights reserved.

Customer Insight Drives Customer Loyalty and Greater Share of Wallet

Business Issue Solution Results   Increased competition and eroding

margins.

  Growing number of customer choices made it difficult to retain customers and increase loyalty.

 Want to gain better customer insight, which would drive better merchandising and marketing decisions

 Drive offers to increase share of customer’s wallet

  Need to prevent decline in revenues and profit.

SAS® Shopper Insights  Using SAS, the customer gains greater customer insight to drive better merchandising decisions, which will in turn increase customer loyalty and spend.

 The expected ROI is a 3-5% percent increase in customer spend or revenue.

Large North American grocery store chain addresses eroding margins and customer attrition with SAS Analytics.

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Copyright © 2010, SAS Institute Inc. All rights reserved.

Value of Predictive Analytics and Optimization • Assortment Optimization: National U.S. general merchandise

chain – 5% to 15% sales increase, margin up 2% to 3%

• Regular Price Optimization: Sales 1+% - 3%, margin +2% - 5%

• Assortment Optimization: European department store chain – 5% sales increase via average basket growth

• Promotion Optimization: Sales + 1% - 12%, margin +5% - 20%

• Markdown Optimization: Sales + 0 - 5%, margin +6 – 10%

“(Customer Insight) helped major grocer boost sales by 5%”

- Gartner (Former AMR Research)

- Business Week

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Enabling The Infusion Of Deep Consumer Understanding Into Planning Decisions

Bricks & Mortar

Customers

Direct Mail/Catalog

Customers

Web/Internet Customers

Cross Channel Customers

Action

Services

Promo

Location

Assort-ment

Communications -

Service

Insight

Brand

Customized Interaction

Optimized Planograms

Tailored Assortments

Effective Promotions

Pricing Strategy

Pricing

Layout & Space

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Q&A Session

Your GoToWebinar Attendee Viewer is made of 2 parts:

1.  Viewer  Window   2.  Control  Panel  

Type  your  ques9on  here  

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Q&A | Panelists

Ilkka Alarotu Director, Customer Oriented Assortment and Pricing - Food and Daily Consumer Goods S Group Grocery Trade

Jim Hertel Managing Partner Willard Bishop

Cyndy Renfrow Senior Director, EMEA Retail/FMCG Practice SAS Institute Inc.

Debbie Hauss Editor-in-Chief Retail TouchPoints

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Thanks for attending!

You can download this presentation & view the webinar On-Demand here:

http://rtou.ch/optimize-shopper-insights

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Contact the Panelists

Contact Ilkka at:

[email protected]

Contact Jim at:

[email protected]

Contact Cyndy at:

[email protected]