Category Management Experience
She contributed meaningfully to her organization, particularly by building the company’s first formal category management department from the ground up. She led that effort with the support of an external consultant and oversaw its development through a period of company transition.
Her hands-on experience spans beverages, snacks, grocery, general merchandise, health and beauty aids (HABA), and tobacco. She has some exposure to foodservice, particularly in beverage recipe creation (e.g., fountain soda), though she noted that foodservice was not her primary focus. Her methodical approach to category management involves:
– Conducting detailed data analysis using POS systems and Excel
– Reviewing item-level sales across locations to identify best- and worst-performing SKUs
– Establishing planograms for consistency and performance tracking
– Drafting category strategies and circulating them to vendors ahead of product presentations
– Evaluating vendor proposals based on promotions, rebates, swell allowances, and guarantees
– Executing category resets and monitoring results for ongoing refinement
Tools and Research
She relies on multiple tools and data sources for decision-making:
– POS data through systems like PDI Envoy and PDI Enterprise
– Excel for advanced spreadsheet analysis and planogram building
– Syndicated data from IRI and Nielsen to understand market trends
– NACS State of the Industry (SOI) benchmarks to measure margin and growth
Though she lacked access to more advanced planogram software like Spaceman due to budget constraints, she successfully used Excel in combination with vendor resources to fulfill planning needs.
Vendor Management
She has implemented strict vendor protocols to protect category integrity and maintain centralized control. This included eliminating unauthorized merchandising by requiring all new products to go through her for approval. Even store-level purchases were blocked from being entered into the inventory system unless pre-approved. With major tobacco companies, she acknowledged the challenge of navigating rigid SKU requirements, but effectively used strategies such as limiting unneeded SKUs and introducing fourth-tier products to negotiate stronger deals. She successfully prevented unauthorized SKU creep and was unafraid to challenge larger vendors when programs didn’t align with store or customer needs.
Role of a Category Manager in Today’s Market
She described the modern category manager’s role as the strategic architect behind product performance. The responsibilities include designing the overall strategy for each category—deciding on product selection, pricing, placement, and promotional tactics—with the ultimate goal of driving sales and improving profitability. Success hinges on effective vendor relationships, contract negotiations, data analysis, and a deep understanding of customer preferences. She emphasized the importance of tailoring strategies to both market trends and store-specific data.
Marketing Promotions – Most Successful Example
One standout success involved repositioning BelVita breakfast bars—a slow mover—by securing discounted shippers and stacking manufacturer coupons. She created a high-margin promotion by pricing the bars at $0.25 while still earning rebate support. She personally engaged each store manager in a sales contest, resulting in high enthusiasm and full participation. Over 21,000 units were sold in two months, transforming a poor performer into a top seller and increasing alignment between corporate and store teams.
Innovation Example
Faced with rising costs and an unsustainable long-term $0.99 fountain drink program, she devised a compromise that preserved customer loyalty while supporting profitability. Through a promotional funding arrangement with suppliers, she transitioned to a seasonal $0.99 program during summer months. This approach provided a financial buffer during key sales periods and represented a new contract structure for the company, utilizing alternative funding sources.
Operations and Marketing Collaboration
Initially met with resistance from store personnel who viewed corporate as out of touch, she bridged the divide by working directly in the field. She led new product and promotion rollouts hands-on, earning trust and feedback from store managers. She adapted display strategies based on store-specific feedback (e.g., product placement for short customers) and created a sense of inclusion and collaboration. Her philosophy was that success improves when store personnel are part of the process and feel ownership in the outcome.
High-Impact Initiative
She led a bold move to exit a restrictive EDLP program with a major tobacco company and introduce a fourth-tier cigarette brand (Seneca) during the pandemic. The new product quickly became the third-best-selling tobacco brand in the chain and captured 20% of category share. This brought in price-sensitive customers and offset declines in premium brand sales, resulting in increased volume and profitability.
Promotional Calendars and POP Materials
She built and maintained annual promotional calendars using Excel, working closely with vendor partners to align promotions with funding opportunities. She used Color Dynamics for POP material production and design approvals, ensuring materials were professionally created and delivered on time. For larger promotions, she coordinated customized signage and materials, including sweepstakes tied to college football rivalries.
Mid-Year Strategy Adjustments
During Frito-Lay’s transition to the Snacks-to-You delivery model, she encountered significant supply chain issues. She pivoted mid-year, shifting primary chip displays to include alternative brands like Utz and Kettle. She renegotiated contracts, secured promotions, and adapted placement strategies, ensuring continued availability and competitive pricing. This not only solved an immediate supply challenge but established a new foundation for the chip category in subsequent years.
Reason for Seeking a New Role
The applicant took a planned career break to focus on raising her family. She confirmed that this time away from work was intentional and personally successful, allowing her to care for her two young children. With her youngest child now nine months old, she feels confident and ready to re-enter the workforce. She emphasized her enthusiasm for returning to a professional environment and resuming her career in category management / CPG, a field she finds both dynamic and fulfilling.
Relocation, Travel and Compensation
The candidate is not able to relocate but occasional work-related travel is fine. Given this restriction, the candidate acknowledges that compensation flexibility may be required. As such, a total compensation package (base + bonus) of $110,000 is acceptable.
