How Coca-Cola Is Unifying RGM Strategies Through Advanced Technologies

Even the most carefully laid retail strategy can fall flat thanks to in-store execution gaps. It's not a new challenge for consumer goods companies that operate across thousands of stores, multiple banners and with increasingly complex product portfolios, but it's very real. As CPGs invest in more advanced revenue growth management and retail execution tools, the focus is shifting toward real-time visibility, simplified priorities and stronger alignment between planning and field activity. In a recent CGT Expert Exchange, Kyle Barlow, head of franchise operations at Coca-Cola Canada, and Gary Kalk, founder and CEO of GoCXM, spoke with Lisa Johnston, VP of content at CGT, about how Coca-Cola Canada is using technology, data and AI to close the gap between strategy and shelf. Barlow, who began his career in field sales and operations and now oversees Coca-Cola’s results across Canada, noted that scale is both a competitive advantage and a source of complexity within Coca-Cola. With thousands of outlets, multiple retail banners and hundreds of SKUs across several categories, even small execution gaps can quickly multiply and impact overall performance.Field representatives often have only minutes in each store while managing multiple priorities, making simplicity critical. When execution requirements become too complicated or unclear, friction increases and opportunities are missed, even with experienced teams.Many organizations still rely on store visits, audits and delayed sales data to understand performance, he stressed, which makes it difficult to respond quickly. By providing real-time visibility into what is happening in the field, companies can identify gaps sooner and give both managers and reps clearer direction on how to correct them.Simplifying priorities for the field is essential for improving compliance. When expectations are clearly defined and feedback is delivered immediately, reps can adjust in the moment rather than waiting for post-program reporting.Barlow added that deeper execution data can also challenge assumptions. In one example, Coca-Cola Canada discovered that display activation performance was heavily skewed, with top performers delivering far more results than expected while others lagged behind. That visibility allowed the team to identify barriers, share best practices and raise performance across the network.Execution data is also becoming more important upstream, informing decisions around promotions, product launches and point-of-sale materials, according to Kalk. With more detailed and timely insight, teams can understand what prevented programs from succeeding and adjust future plans accordingly.Ultimately, both Kolk and Barlow agreed that technology alone is not enough. Success depends on adoption in the field, clear communication of priorities and the ability to act on insights quickly. When execution, marketing and commercial planning are connected, organizations are better positioned to turn strategy into measurable growth at retail.

How Coca-Cola Is Unifying RGM Strategies Through Advanced Technologies

Related Topics

Business Topic

Explore Analytics Unite