TOM INGRAM AND ASSOCIATES, INC.
Health Beauty & Cosmetics Manufacturers:
How to Increase Sales and Reduce Costs
(299) Stop The Promotion Madness in HBC: A Call for Action and Research
(300) Cosmetics Success Stories Summary
(302) Outsourcing of In-House Merchandising Summary of Success Stories
(303) Data Driven Success Stories
(304) HBC Merchandising Success Stories Summary
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HBC Merchandising Success Stories* by Our Associates (1)* Distribution Increased by an Average of 7%, Some Products Improved by 16.5% for Same Cost as Previous Year by Outsourcing Oversight of Merchandising. Freed Up 1800+ Hours of Manufacturer’s Time Per Year (approx.). Allowed Manufacturer to Focus on Growth, Instead of Managing Merchandising*. Associate firm saved manufacturer $150,000 on previous year’s budget of $1,000,000 (approximately). Reinvested savings in better merchandising to achieve improvements in distribution, void reductions and out of stock reductions. Other results included:
(MD CB) Category: Diabetic, Diagnostic, Medical (3)* CASE STUDY: Freed Up 63,000 Sales and Support Hours Per Year, Cost Reduction, Solid Processes and Execution*: Associate led effort for one of the three largest merchandising organizations in the U.S. Resulted in $2.5 million per year in labor savings, a nation-wide set of standard processes and removal of 250,000 potential errors per year. Click link for details. No31cSalesProcessImprovementSuccessStoryShortV2.pdf Category: Headquarter Call, Merchandising Process Improvement (4)* Manufacturer Outsources Merchandising Work, Improves Execution from 90% to 98%, Saves $750,000 to $1,250,000 (estimated*): Associate led team that took over $25 million in merchandising work for the manufacturer. Associate conducted analysis that showed that manufacturer was overlooking significant costs. Salary and benefits for 1,200 reps were reduced by 20%+ (estimated.) Entire program was deployed in 90 days. Manufacturer was confident enough in the Associate's team that it provided up-front cash to fund the initiative. Goal was to provide the same or greater levels of service at a reduced cost. Program continued successfully for many years. Success Story Details Short Video on Success Story (CS) Category: Pharmaceutical, Drug, OTC, Convenience (7)* Consistent Planogram Compliance, New Item Speed to Shelf, during High SKU Count, Complex Reset Work (Cosmetics). Results Were So Strong, Program Was Repeated 8 Times. Key Was Getting It Right With Minimum of Manufacturer's Time*: Associate led programs for Planogram compliance for entire new marketing efforts for the manufacturer. Work involved extremely high sku count, complex racking, heavy resets, 20-24 hours per section. Included videos to train reps, practice sets, 5-6 month planning and coordination cycle and working side by side with manufacturer. · Chosen by Wal*Mart to coordinate all manufacturers for the changeover of an entire cosmetics department · Chosen by L'Oreal and Procter as exclusive merchandising company for 4 years running. · Consistently met seasonal deadlines. (LC) Category: Cosmetics (8)* New Item Speed to Shelf: New Item on Shelves in 20,000 Stores in Two Weeks! Effort was So Successful, it was Repeated 5 More Times.* As president, associate led multiple new item launches where a prescription drug was being converted to "over the counter." These launches required 20,000+ stores to be merchandised in two weeks, a 5-6 month planning and coordination cycle and working side by side with manufacturer. Associate's firm did several additional launches for the same manufacturer and others, totaling 6 major launches. Extremely difficult work to execute in so short a time frame. (LC) Success Story Details Category: Pharmaceutical, Drug, OTC, (10)* Bundling Multiple Store Calls Together To Make Merchandising Affordable for Smaller Manufacturers*: Associate bundled together merchandising calls from several manufacturers to make effort affordable for all. Resulted in e.g. a blitz effort for a major personal hygiene manufacturer. (TE) Category: HBC, Drug (11)* New Item Speed to Shelf, Taking Over Where Other Merchandising Organization Failed, Warehouse Sold Out in One Week!*: Associate led effort for a major pharmaceutical manufacturer to complete a new item introduction after failure by previous merchandising organization. After one week of execution on the launch, manufacturer called to say that inventories were depleted in their warehouses due to the surge in sales. Manufacturer credited the sales surge solely to the speed to shelf execution. (TE) Category: Drug (13)* 22% Annual Increase In Diaper Sales For 56 Store Chain, Completely Displaced a Competitor in 3 Weeks!* Associate’s team discovered extreme dissatisfaction with a diaper manufacturer. Associate went to a competitive diaper manufacturer, jointly developed a new planogram, closed retailer and completed resets in three weeks, completely displacing the original diaper manufacturer. (DK) "Success Story 16 Details" PowerPoint and Interview with DK - see page 14 Categories: HBC (14)* Bundling Multiple Store Calls Together To Make Merchandising Affordable for Smaller Manufacturers, Health and Beauty Category*: Associate was able to negotiate an agreement with three manufacturers to make merchandising calls affordable for all. Through careful scheduling and knowledge of local conditions, reps with right skills and field management structure that was able to execute, Associate’s team was able to consolidate the work so that field rep got all the work done for three manufacturers in a single one hour call. (DK) "Success Story 17 Details" PowerPoint and Interview with DK - see page 15 Category: HBC (15)* Gained Approximately $11.1 Million in Incremental Cosmetics Sales for Manufacturers in One Year, Took 30% of Shelf Space Away From “No-Show” Competitors. Bundling Multiple Store Calls*. Associate discovered that a competitor’s merchandising team did not show up for a 210 store cosmetics reset. Associate’s team was able to convert 30% of competitor’s shelf space to their manufacturer. See discussion of clustering in health and beauty success story. (DK) "Success Story 18 Details" PowerPoint and Interview with DK - see page 16 Categories: HBC, Cosmetics (17)* Bundling Multiple Merchandising Calls, Coordinated 13 Manufacturers for Mass Merchandiser Cosmetics Resets* 42 feet of shelf space was reset at all stores. Associate led team. (JV) Category: Cosmetics (19)* Duplicate Removed (21)* $125 Million in Additional Sales for Manufacturer by Reducing Out Of Stocks by 5% (estimated), $1 Million Cost Savings through Outsourcing of In-House Merchandising Team.* Associate managed the team and its P&L. Achieved approximately 5% reduction in Out of Stocks (key goal of the effort) and saved manufacturer $1 million per year in merchandising costs at the same time. (Manufacturer’s sales are about $4.5 Billion. We are assuming that a 5% reduction in out of stocks will result in additional sales of approximately $125 million.) (PL) Categories: HBC, Feminine Hygiene, Paper, Diapers, Variety (22)* 20% Improvement in New Item Speed to Shelf. Shared Merchandising Teams (Broker Coverage) Not Getting Job Done. Established Dedicated Team Program for Fortune 500 Health and Beauty Manufacturer in Mass Merchandising (Wal*Mart) and Drug Channels*. Syndicated model being used was falling short in out of stocks, void fills and display compliance. Also provided greater flexibility for manufacturer's seasonal needs. New Item improvements were measured by ACV against non-covered stores. (PL) Categories: HBC, Suncare, Footcare, Over The Counter Drugs (23)* $4,307,000 Sales Increase Through Out of Stock Reductions. Established Dedicated Team Program for Fortune 500 Paper Goods Manufacturer.* Specific Goal Was Out of Stock Reductions. In-stock percentages grew from 99.23% to 99.67%. Ultimately added promotion compliance and store level selling to the program. (PL) Categories: HBC, Feminine Hygiene, Paper, Diapers, Variety HBC (26)* Promotion Compliance: Developed Program at Wal*Mart for Auditing Stores for Compliance with Promotions*. Marketing department had no history or baseline to judge promotions from. Current effort is to establish the baseline. (PL) Category: Wal*Mart (27)* Manufacturer Saves $10 Million, Compliance Improves 135% by Outsourcing In-House Merchandising Team. Immediate Savings Of 32% Per Visit. Employees Reduced from 400 to 40*. Associate led effort to reduce internal merchandising staff of 400, which called on 8,000 locations servicing high sku count products. The in-house team was not performing for a number of reasons, including the rep’s inability to be effective in two different chains at the same time. (E.g. Wal*mart and Macy’s.) (JF) Categories: HBC, Intimate Apparel (28)* Manufacturer Saves $2.5 Million over 5 Years, Improves Distribution 4%, Reduces New Item Speed to Shelf by 30 Days, Increases Displays Sold by 17%, through Outsourcing of In-House Merchandising Team (estimated).* Associate led effort that outsourced the work of 250 full-time people to a 3rd party. 65% of the manufacturer’s employees accepted positions at the 3rd party at a reduced salary. Reporting capabilities for account management team also were improved. (PL) Category: Cosmetics (29)* Manufacturer Saves $20 Million, Increased Sales $225 Million (30%) Over Five Years by Outsourcing In-House Merchandising Team*. Associate led effort to outsource struggling in-house merchandising team, including disposing of fleet and using multiple external services. In-house team was struggling due to rapid growth of brand and distribution. (JF) Categories: HBC, Intimate Apparel (30)* 4% Increase in Dedicated Team Sales Test In Texas vs. Other Tests*. Associate led team that sold, implemented and delivered the project. (PL) Categories: HBC, Smoking Cessation, Over The Counter Drugs, Lip Care (31)* $59 Million Incremental Sales for European Grocery Wholesaler In One Year by Reducing Out Of Stocks and Voids through Data-Driven Merchandising. Should Increase for Next Several Years*. Distributor had been using data to identify problems in retail stores for years (voids, out of stocks, new items, promotion compliance.) Problem was that the distributor’s manufacturers, retailers, brokers and merchandising companies “owned” responsibility for resolving the problems (and the job was not getting done.) Goal for first year of program was a 2% improvement ($80 million.) Achieved $59 million improvement due to the data-driven merchandising solution (quote from distributor.) Note that these are hard dollars of increased sales from products that are authorized to be on shelves, but are not there. Associate sold project and designed approach that produced results. (DK) Category: Wholesaler Sales Increase, International (33)* $1.7 Million+ Savings On Merchandising Work. 425,000 Hours of Merchandising Services Provided at 20%+ Cost Savings Through Data-Driven Merchandising. Demonstrated that targeted project work produced a better ROI for manufacturers and retailers than generic continuity work. Had to become good at dealing with a fluctuating work load, using part time work force.* Grew base of business from 72,340 hours per year to 425,531 hours per year over five years. Growth came by transitioning from continuity work to project work. Included Hair Care Resets for 6 years running, cosmetics resets at one mass merchandiser and becoming the preferred provider at another mass merchandiser. Discovered that Project work was often 20% to 25% more cost-efficient than continuity work because of significantly less drive time. Had to become good at dealing with a fluctuating work load. Transitioned to part time work force. (JV) Categories: HBC, Cosmetics (35)* Distribution Increased From 80% to 96% In Five Months Through Data-Driven Merchandising Program*. Confidential program, call for details. (JS) Category: HBC, Medical, Small Appliance (36)* Distribution Increased From 94% to 99% In Five Months Through Data-Driven Merchandising Program*. Confidential program, call for details. (JS) Category: HBC, Personal Care
(39)* $3.2 million Sale of Specialized Merchandising Services to Assist New Chain Owner in: 1. Identifying Inventories, Fixtures, Square Footage, Layouts Of Newly Acquired Stores 2. Designing Marketing and Merchandising Programs to Best Use New Stores Retailer: Large Drug Store Chain Problem: The Drug Store Chain had acquired a number of other Chain Stores. The new owners did not know inventories, fixtures, square footage, layouts, aisle widths, etc. Sales Cycle Notes: Associate was introduced to prospect by his service company, led the proposal and presentation efforts, multiple meetings, instrumental in closing the sale due to his experience and specialty skills Solutions Notes: Solution was a systematic store by store program to survey all stores and collect and organize the needed information. The solution included training and a software system. Project was approved and started in August 2007. Category: Drug (PG)
(48)* Results: Big Results On Small Budget. $800,000 in sales gained in 17 weeks on First to Market Launch of Fat Free Pringles. Gained a 32% market share with a company that typically earned 9%. Retailer: National Drug Company Problem: Proctor and Gamble was launching a new Elestra product with Pringles and needed retail merchandising. Solution Notes: Provided a complete new launch program for logistics, marketing, in-store programs, advertising and merchandising with a limited budget, Worked with all aspects of the company to ensure product was in-stock and displayed for success. Developed a competitive program in-store, at distribution center and by operations to incent for high sales and margins. Category: Drug (PG)
(49)* Results: $0 to $70 Million Year Sales in One Year – Just In Wal*Mart! Got to 90% ACV Distribution in 3 days in Wal*Mart and in 5 days nationwide! Manufacturer: Fortune 25 HBC Firm Problem: Normal product launches were taking 8-10 weeks to get 90% ACV distribution. In addition to delayed sales, slow launches waste TV ad dollars and waste inventory dollars because product is just sitting. This was launch of new men’s body spray / cleansing gel line. New product line had “no functional value – all about belief in self.” Solutions Notes: Used little advertising – went to viral marketing instead. Launched in Men’s Clothing department, near Skateboards, and near Computer Games. Went to entirely new launch program based on quality improvement and other cycle time reduction techniques Category: HBC (PP)
(50)* Results: Consolidating 45 SKUs to 12 and Regional / Seasonal Focus Results in Significant Sales Lift – 3 Times per Year! Manufacturer: Fortune 25 HBC Firm Problem: Lagging sales in Skin Care product line Solutions Notes: Went from 45 SKUs down to 12. Reduced to just the fundamentals of what the end customers wanted. Went to a very strong balance between Headquarter Sales side and Retail Execution / Merchandising. Regional focus during the Sun Care Season Category: Skin Care (PP)
(51)* Results: Combined Three Sales Organizations, 1,000+ People, Reduced Headcount to 400, Brought Cost of Sales Down From 5% to 2.2%, Reduced Trade Funds (Promotion Expense) From 18% of Sales (Some Categories at 24%+) Down to 12% of Sales While Simultaneously Growing the Business 4.5% in Year One and 3% in Year Two. (Market was growing at only 2%). Manufacturer: Fortune 25 HBC Firm Problem: Merger of three organizations created redundancies, waste. Promotions were consuming 80%+ of time and money, only producing 25% of the sales. Solutions Notes: "Stopped the Promotion Madness". Category: HBC (PP)
(52)* Results: New Major Product Launches Achieving 85% ACV Distribution In Two Weeks Instead Of The Normal 8-10 Weeks 1. Toothpaste launch - $0 to over $100 million in one year 2. Shampoo launch - $0 to over $100 million in one year 3. 4+ other product launches - $0 to over $100 million in one year 4. 8+ product launches from $0 to between $20 million and $100 million in one year 5. A Key Additional Benefit: Success or failure information is available in 2 Weeks – instead of 2 Months! Allows manufacturer to pull the plug, invest more or redirect immediately – rather than after millions have been wasted Manufacturer: Fortune 25 HBC Firm (PP) Problem: Normal product launches were taking 8-10 weeks to get 85% ACV distribution. In addition to delayed sales, slow launches waste TV ad dollars and waste inventory dollars because product is just sitting. Additional Results Notes: Benefits: Product selling immediately instead of sitting in the warehouse, Forecasting improves, Inventory and Return is substantially better. You know your product’s success or failure in 2 weeks. Two examples of success: Both a Specialty Toothpaste and a new Shampoo reached $100 Million plus in Year 1. Solutions Notes: Since 2000, Associate has led approximately two dozen Major Product Launches which have reached 85% ACV distribution in two weeks (some in one week) versus the previous 8-10 weeks to get to 85% ACV distribution. Category: HBC (PP)
(55)* Helped Fortune 500 Manufacturer Penetrate Drug Channel and Mass Merchandising / Wal*Mart Channel. Manufacturer Had Been Unable to Penetrate On Their Own*. Associate led effort based on existing relationships, “fact based selling” and showing retailer how shelf space could be better used. (ML) Category: Drug, Wal*Mart (56) Helped Fortune 500 Manufacturer Penetrate Convenience Store Channel and Military Channel. Helped Manufacturer Improve Their Relationship and Penetrate the Channels *. Associate led effort based on existing relationships, “fact based selling” and increasing category depth for manufacturer. (ML) Category: Military, Convenience
(59)* Outsourcing In-house Merchandising Team
Category: HBC, Near-HBC Details: http://www.tomingraminc.com/OutsourcingInHouseMerchTeam1.pdf http://www.tomingraminc.com/MajorProgramSuccessGeneric.pdf http://www.tomingraminc.com/HolidayCompliance17PerIncrSalesv2.pdf http://www.tomingraminc.com/NoOneSelleratWalMartv3.pdf http://www.tomingraminc.com/AggressiveSellingPalletManualOrders.pdf http://www.tomingraminc.com/OutsourcingInHouseMerchTeam1.pdf http://www.tomingraminc.com/AggressiveSellingTipsFromBest.pdf
(60)* Outsourcing In-house Merchandising Team
Details http://www.tomingraminc.com/OutsourcingInHouseMerchTeam2.pdf
(64)* Results: Achieved 96% compliance in use of bumpers to protect fixtures during remodels. Prevented millions of dollars of waste Manufacturer: McCue Corp (manufacturer of store asset protection devices, e.g. bumpers for appliance corners.) Problem: Stores were not installing protective devices. $1.6 billion being spent for store remodels, but non-compliance caused stores to look bad in 90 days. Sales Cycle Notes: Large effort with Safeway Solutions Notes: Tracked store orders for compliance, found preventive solution, personally visited 300 stores. Category: Remodels, Fixtures (SH)
(65)* Time Study Determined that 65% - 70% of Manufacturer’s Sales Time is Spent on Promotions – Which Only Account for a Small Percent of Sales and Profits. Study covered 10 sales executives. Note that much of the promotion activity has to be matched on the Retailer's side, creating significant duplication of effort. (JM)
(66)* Increased Market Share and Margin For Retailer's HBC Department by 2% on $400 million in Sales. Accomplished through numerous programs and initiatives over the years. Category: HBC (BC)
(66.1)* Outsourcing Cost Savings – Where to Look
Details (DY MH) http://www.tomingraminc.com/OutsourcingCostSavingsWhereToLook.pdf
(67)* Outsourced Pharmacy Distribution Operation for Retailer, Resulting in Significant Improvement in Sales and Distribution Category: HBC (BC)
(68)* On Shelf Availability improvement from 84% to 95%, Results in Sales Gain of $297 Million Results: Dedicated Merchandising Team created and deployed - On Shelf Availability was measured at 84% and was improved to 95% in year 1 of the team’s implementation, netting over $297 million in incremental sales Manufacturer: Fortune 25 HBC/Food Manufacturer Problem: Manufacturer was using syndicated merchandising services provided by a third party, who could not focus on specific opportunities provide adequate time in-store. Dedicated merchandising team provided the ability to train, motivate, focus, provide adequate in-store time. Solutions Notes: Action based In-Store procedures supported by technology ensured consistency in execution, and the basis for sustainable results over time Category: Grocery Products – Dry and Perishable (WV)
(69)* Consolidated Two Field Sales Teams into Single Team, Eliminated $5 Million in Redundant Costs, Increased Merchandising Productivity by 20% Results: Consolidated two existing Field Sales Teams into a single team. Resulted in the reduction of non-selling time by 15% and increased the number of stores visited by 5%. Accomplished through a better store coverage model. Manufacturer: US Division of Global Manufacturer Problem: Duplication of field sales people, inefficiency in territories / overlap, lack of criteria for store visits and priorities. Solutions Notes: Stores prioritized and criteria created for store visits (frequency, time and objectives.) Also prioritized by geography and channel. Resulted in more time spent “in store” and less “non-selling / drive time”. Also added more total stores and higher priority stores. Regional focus during the Sun Care season. Category: Multi Category – HBC/GM/Grocery/Perishable (WV)
(70)* New Product Speed to Shelf Results in $12 Million Sales Gain Results: New Product Speed to shelf improved from an average of 85% on shelf in 12 weeks to 85% on shelf in 4 weeks, generating an incremental resulting in sales gain of $12 Million (10%). Manufacturer: Fortune 25 Foods Company Problem: New Product introduction processes in place focused primarily on headquarter selling. Communication problems between Account Teams, Customer Service and Merchandising resulted in multiple execution failures. Symptoms included items being stuck in Distribution Centers, not getting to the shelf quickly (in some instances until 8 weeks+ later.) Solutions Notes: Achieved through a “Situation Room” approach to New Item Intro process plus better communication between account team / customer service / merchandising team through handhelds and systems. Resulted in faster order placement / confirmation, item code validation and ordering by the merchandising team. Sales gain calculated by reducing speed to shelf time from 12 weeks to 4 weeks (approx.) This added another full month of sales to the Year 1 Sales Volume ($12 Million). Category: Near-HBC, Grocery (WV)
(71)* On Shelf Availability and Field Merchandising Disciplines Yield Sales Gain of $400 Million+ Results: Dedicated Retail Team achieved 98%+ On Shelf Availability for all SKUs and sustained over 2+ years. Team developed ROI model for each Retailer to understand Cost to Serve and Selling Opportunities. Verified that each merchandising call ‘pays for itself’ in incremental sales. 1. Manufacturer: US Division of International Pharmaceutical Company Problem: Store execution was not achieving targets, On Shelf Availability levels were not improving. Third Party merchandising was not generating the ROI necessary to justify the cost. Solutions Notes: A Dedicated Team model was developed and implemented, requiring a completely new merchandising team. Risk concerns were quickly put to rest in-store execution was improved and documented during the first 14 weeks. In-store execution increased every month. After 24 months, the equivalent sales growth driven by the new team approached 6% of annual sales. Category: HBC Categories (WV)
(72)* Broker Audit Saves $2.5 Million. Savings Used to Fund Improved Merchandising, On Shelf Availability, etc. Results: Approx. 10% cost savings by paying only for actual services provided. Resulted in $2.5 Million savings which was reinvested in more productive programs. 1. Manufacturer: U.S. CPG Company Problem: Traditional broker merchandising payment plan was based on “fees for services actually provided.” Controls were not in place to monitor third party merchandising staffing levels. Monthly payments were made without requiring services to be provided that justified the payment. Solutions Notes: A system of controls and measures were implemented and integrated with Sales Operations to provide more clarity on actual services provided. Broker payments that were not justified were accumulated and later invested in more productive programs (see other success stories by this Associate.) Category: HBC and Food / Grocery Categories (WV)
(73)* IT Business Projects Now Pay For Themselves In One Year FDA Submission Time Reduced by 6 Months+ Submission Backlog Reduced from 80,000 Pages to 10,000 Pages and Sustained, Despite Doubling of Work Load All Accomplished in a Few Months in U.S. Results duplicated in U.K. Results:
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Manufacturer: GlaxoSmithKline Category: HBC (RHSA) Details: http://www.tomingraminc.com/GlaxoSmithKlineSuccessRHSA.pdf http://www.tomingraminc.com/GlaxoSmithKlineSuccessRHSA2.pdf
(74)* $50 Million Sales Gain in Year One, $50 Million More in Year Two Proves Markets Not Saturated, Higher Margins Possible Sales Gains Extended to Europe, Latin America, Asia, Australia, India and South Africa All Accomplished with Series of 100 Day Projects Results:
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Manufacturer: Avery Dennison Category: HBC, Specialty Paper Products (RHSA) Details: http://www.tomingraminc.com/AveryDennisonSuccessRHSA.pdf .
(75)* $300 Million Cost Savings Year 1, Another $300 Million Savings in Year 2 Lead to 10 Years of Effective Acquisitions and Improved Profits Dramatic Improvements in Union Plants $100 Million+ Sustainable Sale Gains Proved that Commodity Cycle Could Be Broken Dramatic Reduction In Capital Spending Results:
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Manufacturer: Georgia-Pacific Consumer Products Category: HBC, Specialty Paper (RHSA) Details: http://www.tomingraminc.com/GeorgiaPacificConsumerSuccessRHSA.pdf
(76)* $400 Million Profit Improvement Through Series of 100 Day Projects Effective Merger Under Difficult Circumstances 10% Sales Gain With Top 30 Customers in a Few Months Results:
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Manufacturer: Mead, MeadWestvaco Category: HBC, Specialty Paper (RHSA) Details: http://www.tomingraminc.com/MeadWestvacoSuccessRHSA.pdf
(77)* Reduced Quality Assurance Audit Time by over 30% within 100 days. Duplicated Common System in Three Major Acquisitions Results:
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Manufacturer: Johnson & Johnson Category: HBC (RHSA) Details: http://www.tomingraminc.com/JohnsonandJohnsonSuccessRHSA.pdf
(78)* Supplier Helps Colgate Become #1 in Toothpaste Market Share Manufacturing Capacity Doubled in Four Months $2 Million Cost Savings in Shipping, Delivery Time Reduced Results:
Manufacturer: ISP (International Specialty Products) A supplier of specialty chemicals to Unilever, Colgate, Procter & Gamble, etc. Category: HBC (RHSA) Details: http://www.tomingraminc.com/ISPSuccessRHSA.pdf
(79)* $2 Million+ Savings in 60 Days on Product Damage in Shipping Secured Regular Orders from Major Customers, Resulting in Regular Manufacturing Schedule In Just a Few Months Big Improvement in Delivery Times and Collections in Just a Few Months Major Reduction in Product Damage During Shipping 20% Reduction in Cost of Order Processing in Just a Few Months Expanded program with similar results to dozens of additional customers and additional divisions Results:
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