ROBERT B. KUHN
98 Cheshire Lane, Ringwood, NJ 07456 201-396-6613 email@example.com
VICE PRESIDENT OF M ARKETING
Growth Strategies / Business Development / Market Research / Product Development / Budgets Strategic Planning / e-Commerce / B2B / Channel Development / Branding / Penetration / Launches P&L / Market Growth / Offshoring / Strategic Alliances / International / CRM
An award winning marketing executive, I have a strong track record of new product introductions resulting in the creation of new profitable market segments. I have successfully created and delivered winning marketing solutions for companies such as Nielsen Bainbridge, Russ Berrie and Reckitt & Benckiser. I have delivered concrete results from conceptual vision as measured by improvements in financial performance (sales, market share, and profit margins). I have done this for companies ranging in size from startups to multi-billion dollar corporations. My expertise is in the areas of new product development, account management, cost reduction, strategic planning, market and financial analysis, advertising and team management. Key Skills: Identifying and commercializing new product opportunities Creating custom programs to satisfy unique customer needs Developing key strategic alliances to improve market share Improving brand recognition through innovative marketing Delivering year-over-year double-digit growth
CAREER HISTORY AND SELECTED ACCOMPLISHMENTS
VP, Marketing, Retail Division, Nielsen Bainbridge, LLC., 2000-2009. Established retail products division. Accountable for P&L, new product development, strategic planning and key account management. Led offshore manufacturing initiative leading to increased profit margins. Managed $15M budget. Created three breakthrough brands leading to fifteen-fold revenue growth. Nielsen Bainbridge’s product pipeline was dry. Conducted customer and consumer research, from which evolved a five-year strategic marketing plan. Launched three diverse branded product lines, creating new market segments. Paved way for eight consecutive years of double-digit sales and profit growth. Coordinated international roll-out of these new, branded product lines. Opened new distribution channels in national retail chains. Distribution of Nielsen Bainbridge products was limited to small retail chains and independent outlets. Introduced new brands to penetrate prominent retail chains including Staples, Bed Bath & Beyond, Michaels, AC Moore and Stein Mart; generating $6M in added revenues. Introduced e-Commerce opportunities. Nielsen Bainbridge was not capitalizing on the growth of the internet as a new channel for marketing products. Researched internet based retailers. Negotiated a strategic alliance with Kodak, securing $1MM in year one. Developed similar agreements with other customers with web-based businesses earning an additional $500K annually. Dramatically improved cost structures. Nielsen Bainbridge cost structures were uncompetitive. Identified, and negotiated with Chinese manufacturer to produce product. Increased profit margins, adding $1.9M to bottom line. Improved product fill rates. Product fill rates averaged 92% with out-of-stock issues being a norm. As key driver of team identified, customized and implemented Demand Solutions ERP at Nielsen Bainbridge. Project only took six months to integrate and resulting in inventory costs being reduced $750K in year one and near perfect fill rates. Program was so successful, it was adopted by all other operating divisions. Initiated private label channel. All Nielsen Bainbridge products had been sold under their brand. Identified opportunity to increase sales $1.2M by opening private-label channels. VP, Product Development and Marketing, Russ Berrie, U.S. Gift, Inc., 1999-2000. Developed successful growth strategies and product development direction. Managed 6000+ SKUs and 12 gift categories. Responsible for P&L and product line optimization. Managed budgets to $275M and staff to 14. Developed new pricing model, improving bottom line $11M. Russ Berrie lacked formal process for identifying market trends, developing competitive pricing strategies or understanding retailer needs. Conducted intensive pricing/volume analysis of all product categories. Final analysis accurately aligned product development with future preferences/trends.
ROBERT B. KUHN
Identified new product growth opportunities. Russ Berrie’s gift product offerings were stagnant, limiting long-term growth. Through extensive market research, identified new growth trends and product categories. Launched new products generating 250 new SKUs and $25M in sales. VP, Sales & Marketing, Solucorp Industries, 1992-1999. Start-up company with high profile investors focused on environmental remediation solutions. Led development in all channels (B2B, government, corporate). Established manufacturers’ rep network. Was company liaison to EPA. Managed budget to $20M and staff to 16. Changed business model, increasing business growth twenty-fold. Cash flow was being restricted due to regulatory requirements delaying project start-ups. Changed business model from project bidding to real estate acquisition and development of contaminated sites. New model provided business with longterm profitable growth. Increased market awareness and product credibility. Solucorp had a superior product for heavy metals remediation, but as a start-up lacked market credibility. Influenced EPA to use product on Superfund site remediation. EPA subsequently endorsed the product for future use. Solucorp became only one of a hundred accepted companies to have their technology accepted into exclusive EPA Superfund program. Director, Marketing, Reckitt & Benckiser, 1983-1992. Provided oversight in all marketing areas including research, product development, advertising and promotion. Won several awards for innovation. Took company from 8% to 24% share of air freshener market. Managed budget to $160M and staff to 11. Built Airwick brand sales six-fold to #1 in market. Reckitt & Benckiser’s Airwick brand sales were flat and held a distant #4 position in the market. Developed a comprehensive new product marketing program. Airwick brand sales went from $22M to $130M and became #1 brand in air freshener industry. Created and introduced product variations that built new markets. Coordinated international roll-outs of several brands. Integrated new product categories after acquisition. After acquiring American Home Product’s Boyle Midway division, Reckitt & Benckiser needed integration strategy for Boyle’s product lines. Utilizing Boston Consulting Group’s “Portfolio Management” process, set the marketing priorities, strategies and executional guidelines for each brand. Using these guidelines, restructured the marketing and brand groups. Reversed product line downward spiral. Chore Boy brand had six consecutive years of declining sales. Conducted customer research to identify brand strengths, weaknesses and competitive trends. Developed new business strategy, reduced SKUs 50%, repackaged product and changed pricing model. Increased sales 25% and profits 18% in year one. Won Good Housekeeping Seal of Approval for entire product portfolio. Consumer recognition and acceptance of Reckitt & Benckiser products was waning due to maturing of product lines. Expanded product offerings. Worked with Good Housekeeping to have them endorse the entire product portfolio. Consumer confidence in existing and new products was greatly enhanced. Earlier Career: Product Manager, Hudson Pharmaceutical Corporation. Managed a product line of approximately 500 SKUs. Responsible for advertising, budgeting, promotion (consumer and trade), new product development, merchandising, consumer research, market analysis and employee training.
EDUCATION / PERSONAL
Education: BS degree in Marketing from Quinnipiac University - School of Business Volunteer Activity: I manage a 20 member investment club that has outperformed the major indices.