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Is it true that the “one” with the “most” data wins?  Or is it the one with the BEST data wins?

Some would agree - and some would argue on two points: (1) “What is the quality of data being gathered and reviewed?” and (2) “Is the data that is gathered and reviewed being integrated and applied to the overall functional strategy of a “selling” organization?” In both cases data, specifically media analytics are critical to the performance of ANY Direct to Customer program.

Organizations across many business disciplines, as well as multiple vertical markets, are engaging data, performing complex performance analyses – while paying attention to – what most would agree is the most important objective in any of these programs – the ROI (Return on Investment)!

Several firms have emerged as experts in the area of Direct to Customer data analysis and performance reporting. The names are not as important as the level of detail and functionality that is performed. Here are just a short listing of functional points and value enhancements questions to start the evaluation process:

• What are the overall media and marketing objectives and does the Media Metrics firm have an aptitude for media and inventory performance?
• Can the Media Metrics partner “track” and “reconcile how all media that is being expended?
• Will the firm not only be able to execute the objectives according to the specifications of the program but provide detail for reconciliation and trend forecasting?
• How does the Media Metrics partner integrate?
• Is this a direct integration or a hosted solution?
• Is this information available in an easy to use environment?
• Do I have access to this data? Can I “self-serve” the information and is it easy to change my media outlets?
• What form of analytics does the firm provide and how much emphasis is placed on “information strategy”?

This is just a short list of questions that must be addressed, thereby ensuring an accurate and responsible review of the media metrics partner’s proficiency, as well as a technical core.

The evaluation process will ultimately include the “unearthing” of competencies relating to the “type” of data that is streaming and the source(s) of data that is being aggregated. When performing “partner due diligence” it can be invaluable to develop a list of strategic marketing, data review, and critical inventory response checklist(s) to be used in the ongoing evaluation of program performance – and program growth. Some key items to keep in mind include:

• Inventory Sales vs. Media Placement/Expenditure – How is the media performing versus the sale of the product
• Customer Profiling – Who, what where, how, why, when – and how often
• Continuity/Attrition – Recurring revenue based on cycle sales – against media and continued brand enhancement
• Upsell Percentages against Media placement – What was the value of the upsell relative to the media buy and placement
• Multi-Channel Evaluation – E-commerce, Retail, Wholesale, etc. – evaluating not only channels of operation, but effectively reviewing for effectiveness and maximum revenue potential
• Dynamic Adjustment– Shifting media placement across multiple channels of sales
• Production Performance – What will make my business more efficient?

These Marketing and Media points of functionality and evaluation are critical to the credibility and “applicable” nature of the information and metrics being reviewed, as well as play a major role in the decisions that are made when making vital marketing decisions.

Media Metrics and Dynamic Media Adjustments have the ability to:

• Increase the likelihood of effective media expenditure
• Detail the analysis of all benchmarking, trends, and forecasting
• Evaluate any sustained loyalty and/or retention model(s)
• Provide business Integration teams the understanding of all revenue goals and achieve greater revenue results
• Enhance all data reporting and analysis that will provide the client partner with information that will aid in all daily, weekly, and monthly reporting needs
• Accelerate responsive, proactive communication – with actionable, accountable information.

In today’s business – it is the accuracy and intuition of all data – that provides the “backbone” of all successful business operations. With solutions forming, as well as other “data-centric” tactics– the proliferation of data and the attention paid to self-administration is not a fad, but a trend. With media cost(s) rising, consumers smarter and more informed, and opportunities to “sell” products across a multitude of “channels” – the desire to engage data and make insightful decisions is at the forefront of business marketing.

The Data-Centric explosion is here!

Reviewing media, paying attention to placement, and reconciling performance of both “front” and “back-end” activity will make for a smarter, more robust, and stronger revenue-generating business!

Before joining Complemar, my entire experience with the fulfillment industry was as a consumer. My previous background is in food & beverage manufacturing where outside processors and distributors were essential partners.  It’s been enlightening to sit on the other side of the table.  Here is the perspective of my former life. Hopefully, it provides insight into how clients evaluate outside partners from a financial perspective.

Outside Processor/Fulfillment Needs

• Provide flexible production to meet a seasonal surge in demand;
• Provide cost-effective solutions for special projects.  These projects included such things as:

o   Producing multi-flavor packs;

o   Producing special themed marketing & product offerings, particularly during holiday seasons;

o   Distributing products from an acquisition that did not fit in the firm’s current distribution and supply chain functions;

o   Re-working products due to manufacturing defects;

o   Destruction of defective products;

Strategic Partnering

Finance’s role is to provide analysis of the impact on future results while meeting the objectives shown above.

• Operations – it’s essential that operational requirements are understood so that internal base costs are properly captured. A clear understanding of the cost to do the outsourced activity will help lead to a positive financial decision;

• Sales/Marketing – Sales & marketing provide input on the packaging and other materials to operations. Understanding these costs is also critical to analyzing who should procure materials and at what cost;

• Quality – Need to validate potential outside partners for compliance with internal requirements and any costs need to be identified;

• Purchasing – validate costs for additional materials as well as assist with RFQ to make sure all costs are included;

Putting it All Together

After receiving input from the different teams, the finance work begins.  The final analysis should contain sufficient comparison to facilitate a decision.

• Tangible costs of each option compared to base;
• Cost avoidance is an important consideration and should be identified;
• Intangible benefits that have no identifiable costs or savings, but may have an important impact on the final decision of selecting an outside supply chain partner.

Highlighting these factors will strengthen the presentation and provide valuable data for the analysis that determines the client’s final decision.

As the semester was coming to a close, the uncertainty of finding a Co-op was prevalent. Like many of my peers, most of the opportunities vanished when the pandemic hit. This unfortunate circumstance made it almost impossible to find a full-time position because of the economic turmoil that was created. I was lucky enough to find a Co-op with a company headquartered in Rochester, NY, called Complemar. I first heard of this endeavor through my father, who is also an account executive for this company. Complemar is a fulfillment and e-commerce company with 4 locations nationwide. The role that I would be fulfilling is being a marketing associate intern.

On a typical day, I look at a calendar that I have created earlier in the week with tasks that I have laid out previously. To work for this company, one needs to be independent and confident in their skills. As a 4th year marketing major at RIT (Rochester Institute of Technology), I have applied almost all of the skills that I have learned throughout my college curriculum. One of the main things that I have learned is you need to have communication skills when it comes to working for any company that is in your field. Complemar has made it clear that I can reach out to anyone inside of the company, and no one is inaccessible. This type of culture is so valuable to a young adult that is taking their first steps into a profession, with Complemar, if I have concerns or questions I do not need to hesitate when reaching out because I know that I will get an answer respectfully and cordially.

A few of the skills that I found crucial when working at my first real company is communication like I've mentioned above, but not being afraid of failure. The professionals that you are going to be working alongside understand that you are new to the field and they will be understanding if you do make a mistake. Another thing that is pertaining to marketing is always present your information analytically. The upper-level management does not have time for the in-between, they need numbers and the explanation when it comes to what they mean. I found that in college we all tend to write our papers with a lot of fluff, meaning there is no real analytical value to some of the things we say. We add to make sure we reach a word count or make our presentation longer, in the real world that is not needed nor wanted. Another thing that I have experienced so far from this internship is do not be afraid to talk your mind if you have an idea that you think would be beneficial to the company let it be known. You should throw your idea out there and step out of your comfort zone a little bit. One last thing that I have learned is multitasking is necessary when it comes to an internship. They are going to challenge you, it may be overwhelming at times, but once you piece it together and allocate time to each task, you will realize that looking at smaller pieces is a lot less intimidating.

My experience so far working for Complemar has been nothing short of amazing. The people that work for this company are truly wonderful. I would recommend anyone that is looking for an internship in the future to look at this company. It has massive potential and is always looking for new talent that can help it rise to the top of the fulfillment industry. As this was my first internship and first full-time marketing position I have learned so much and I believe that this experience will be beneficial for the rest of my career. 

We are all asking ourselves these questions... "How will we survive? How will our lives change? How long will this last? The real question is...What is the “New Normal, how will it affect our day to day lives and how will we adjust our business processes in the future to accommodate and thrive in this new world order."

During an engaging discussion with a client, a question emerged that prompted thought on the “New Normal”. She was interested in how the “New Normal” has affected the “Day in the Life of Supply Chain at Complemar." A pragmatic question that deserved my attention, mostly an outline of the actions we are taking to protect the health and well-being of Complemar associates while ensuring continued great service.

The “New Normal” has meant streamlining processes that have been successful in the past. I explained that the safety, health, and welfare of our associates are of paramount importance. COVID-19 has presented very different challenges. How does a national network of logistics and supply chain facilities with associates who work in fairly close proximity continue to meet the demand of the client’s supply chain goals while ensuring full protection against the COVID-19 virus?

Here are some of the measures we took to provide maximum protection and enhance productivity at Complemar.

Customer Care: We made it very clear from the minute this pandemic was exposed that our associates and our client partners would be well taken care of. Our teams mobilized to be sure that all client partner businesses would continue on task and goal; maintaining attention to process, procedure, and accuracy. We asked all our office employees to work from home. We divided into small teams with separate break areas to minimize any unnecessary exposure. We carefully monitor the health of our associates, taking temperatures daily, regular wipe downs and cleaning, plexiglass shields wherever possible, face shields, masks, and gloves.

Operations Fortitude: The pandemic disrupted many links in the supply chain including a variety of business closings throughout the United States. Complemar devised solutions that assisted clients in optimizing inventory locations, set up “emergency” processes where needed, created sustainability plans to ensure that orders are always processed and shipped and customers are satisfied and happy.

Net, net – client partners negatively affected by this pandemic are experiencing positive results.

A better “techno-mousetrap” is how one client partner described her experience with our systems integration during this very trying time. “How Complemar devised a plan that not only helped our end goal but provided a far better economic solution than I ever imagined, was a sheer genius, especially while the teams were working in remote locations...brilliant!” – This example of ingenuity and resourcefulness combined with patience and understanding defines the culture of Complemar in so many ways.

A Day in the Life of Supply Chain Logistics has been altered by COVID-19. What remains intact is the humanity, passion, and emotional energy exhibited every day within Complemar. Our associates are driven; attention to the “little” things is contagious; and the trend to go “above and beyond” is stronger than ever – no pun intended – feverish effect on the environment, the tenacity of the Complemar associate, and has compelled client partners to engage, work with, listen, and mutually respect the tireless effort by all.

COVID-19 is horrible. However, A Day in the Life of Supply Chain @ Complemar is consistent excellent performance today, tomorrow, next week, and next year – The insight that we have gained as a result of this epidemic event has been strengthening.

Complemar President Jason Aymerich was a featured speaker at the 2018 North American E-Tail Operations Summit last week in San Fransisco. He gave a presentation to e-commerce businesses and sellers called Strategic Onboarding: The Most Important Step in Outsourced Fulfillment Operations, where he spoke about the importance of getting the on boarding stage right when working with a 3rd party logistics provider or fulfillment company.

Complemar hosted a Town Hall Summit this week on the growing issue of opioid addiction and its effects in workplaces. The Town Hall was geared towards the business community including top management staff, supervisors and Human Resource professionals to engage, learn and strategize around the opioid crisis and its impact on business, the local economy, families and our community.