OLD - Consult + Create + Deploy
Finn&Houghton was founded on the principles of providing high quality, strategic insight and services to small and medium sized organizations. Our expertise comes from two decades of industry related experience. It is our philosophy that high quality expertise should be available to organizations of all sizes keeping in mind these 3 key fundamentals:
Our personalized approach provides insight into cost savings in areas otherwise overlooked. Our insight contains collaboration by procurement, sales, marketing design and operations professionals.
Why a cost per unit purchasing model doesn’t make sense for marketing collateral:
Marketing communications and information today moves at a fast pace. As a result your collateral can become obsolete very quickly due to changes in; regulatory information, product enhancements, personnel changes, expiration dates and pricing information just to name a few. CPU reductions by purchasing larger quantities can mean a great deal of savings upfront however; you greatly increase the risk of throwing away those materials due to obsolesce. Additionally, storage costs are typically 23% of your total programs cost, a number that can be greatly reduced by minimizing inventory abundance.
A fulfillment program has an impact on all areas of an organizations financials and resources:
Several key factors are often overlooked in most fulfillment programs. The question any organization should be asking is “What are the real costs of my fulfillment program in these areas"?
*Time to implement – Speed to market
*FTE hours spent managing the program
*Accurate fulfillment of sales literature
*Personalized customer communications
*FTE time spent on vendor management
Your sales force is costing you:
On average, a sales rep uses $2,500 of marketing materials every year. As a sales force increases in numbers, the annual spend for sales collateral also increases. As the old adage goes “You have to spend money to make money”. Right? Well sort of. Sales reps can have bad habits. When collateral back orders and suddenly becomes available sales reps tend to over order and squander the materials, causing an influx of orders and an increase in falsified usage. Additionally, a rep may place rush orders on materials requesting overnight delivery when in reality the materials could have been shipped ground to save on shipping costs and rush order charges. Having the right type of reporting plus material planning strategy and the ability to create exception codes for rush deliveries can mitigate these costs. Another type of scenario we frequently see is the sales rep with least sales volume ordering the most materials when in reality it should be reversed. By closely monitoring sales reps ordering behaviors we can develop several ways to reduce or eliminate this situation.