When KIND Snacks grew to 80,000 U.S. distribution points by 2014, sales planning and settlement was no longer manageable nor sustainable using its current system. And although KIND’s trade spending generated positive overall returns, the snack manufacturer could not discern successful from unsuccessful spends and therefore its return on investment could not be maximized.
Well before we experienced major impacts to the retail landscape as a result of the COVID-19 virus, retailers and brands around the world were transforming to digital commerce and experiencing the penetration of non-traditional players in their space.
