Revenue Growth in an Inflationary Environment

Part May Discovering Pockets of Demand 7 2021

REVENUE GROWTH IN AN INFLATIONARY ENVIRONMENT EXECUTIVE SUMMARY The post-pandemic CPG industry has seen significant price inflation, driven by increased demand, out-of-stocks, reduction in promotion, and premiumization. As the economy rebounds, significant input price inflation and increased logistics costs are pressuring manufacturers to raise prices even as increased mobility is likely to moderate demand for in-home consumption categories. To win the market share battle in this unchartered environment, traditional pricing practices alone will not be sufficient. Managers will need to be agile and leverage technology, advanced analytics and newer, granular near real-time datasets to discover and capture profitable revenue growth opportunities.

PRICING CHALLENGES • Vaccination-enabled increased mobility, including return to schools, restaurants, entertainment, travel, etc., is expected to decrease in-home consumption for several categories, but the rate of decline is uncertain and uneven across categories. • In step with easing demand is an increase in consumer price sensitivity and grocery shoppers will be more mindful of the prices even as many other goods and services begin to compete for their wallet. • Manufacturers and retailers are fighting to retain new buyers acquired during the pandemic surge and will be eager to improve their share position as supply and demand reverts to a new equilibrium. • Managing pricing in this challenging environment calls for innovative, agile growth strategies, leveraging the full spectrum of revenue growth levers to spot and execute on profitable revenue opportunities. BEST PRACTICES IN REVENUE GROWTH MANAGEMENT • Growth leaders typically capture 3-5 points of topline growth and 5-10 points in ROI improvement from pricing & trade investments. • Leaders in revenue growth have a strong understanding of which brands and categories are less price sensitive and take pricing action accordingly. • Successful companies measure and monitor price elasticity changes closely and benchmark vs. category to understand other levers they need to pull besides pricing and promotion. • Innovators leverage machine learning to quickly identify pricing opportunities and to ensure planned pricing moves are executed. • Leading companies also monitor promotion execution to weed out underperforming promotions, e.g., feature and display conversion, deviations in promo event lift, and spotting and acting on unusual competitor promotions. • Leaders leverage a full range of price-pack architecture moves by understanding which consumers will pay what in which channels (e.g., convenience, club, dollar, grocery); they also consider differentiated pricing and promotions online vs. in-store. • They strengthen their brand value proposition by precisely delivering what consumers value and premiumize smartly. • Winning brands match their products to unique occasions and price innovations to realize value.

Omnichannel Food-at-Home, Food Away-from-Home Estimated Volume & $ Sales % Change Share of $ Spend Food-at-home Food Away-from-home (incl. takeout & delivery) Edible (Including Perishables) +9.2 70 66 61 20 10.3% 60 60 56 57 1.1% 55 55 52 53 53 53 0 49 48 2016-2018 CAGR 2020 vs. YA 50 45 47 47 47 45 44 43 $ Sales % Change 1.9% 13.9% 39 40 40 34 Nonedible 20 +5.1 30 7.5% 2.4% 0 2016-2018 CAGR 2020 vs. YA 0 $ Sales % Jan Feb Mar April May June July Aug Sep Oct Nov Dec Change 3.9% 12.2% Total Food 132 131 133 104 123 129 135 136 131 137 131 138 ($B) 4% 7% -4% -23% -15% -8% -4% -6% -2% -1% -5% -5%

Source: USDA Monthly Sales of Food with taxes & tips; Includes food sales across store types. IRI Omnichannel Model, data ending 12/27/20, Omnichannel is MULOC+Costco+ eCommerce, Volume is estimated based on MULOC weighted price/mix growth. IRI analysis. © 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 3 CONTEXT Demand Outpaced Supply in Many Categories and Consumers Were COVID-19 demand drove high growth Willing to Pay for Convenience, Trusted Brands and Premium Products of leading brands in cleaning, OTC, Momentum Growth / Aisle % Volume CAGR (‘16-’19) vs. Volume Acceleration in 2020 paper products, self-care, 2020 CPG Average 6% at-home food, ’19) - Alcohol Fresh General Food comfort and 5% Water Rfg. Meals Beverages Frozen Refrigerated indulgence. Price Household Plastics/Storage 4% Beauty Home Care Tobacco sensitivity and Health General Merchandise promotions 3% dropped in these Sports/Energy Drinks categories. Volume CAGR (’16 CAGR Volume 2% Snacks Personal Cleansing Skin Care Nutrition/Weight Loss FZ Fruit & Veg Floral 1% Cookies & Crackers FZ Meals Shoppers were Ethnic Health Remedies Liquor FZ Meat Dairy Condiments & Sauces SS Meals willing to pay 0% Laundry Deli Meat Candy Produce Baking premium prices, Pet Care Coffee & Tea Baby Food Meat Paper Products Household Cleaning delivery fees, and -1% Baby Care Disposable Tableware Mouth Care FZ Desserts Rfg. Beverages Ss Vegetables Seafood membership fees Bakery CSD -2% Breakfast Ss Fruit Cosmetics Hair Care for added Foils, Wraps, & Bags convenience and to -3% Tobacco Juices consolidate trips -4% on platforms like -15% 0% 5% 10% 15% 20% 25% Instacart and 2020 Volume Growth Acceleration (Ppt. Difference 2020 Growth Rate - 2016-2019 CAGR) DoorDash. Negative Positive

Note: Includes top 50 aisles by size. Source: IRI data for MULO+C (multi-outlet and convenience) / IRI analysis. © 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 4 CONTEXT Price Inflation Occurred Through Reduction in Promotions and Increased Premiumization

Decomposition of Price per Volume % Change vs. YA / Grocery Channel / 12 WE 3/21/21 – Example Categories Δ vs. 16 WE 12/27/20 Edible Increased Reduction in Mix Shift / Tot Price / Mix Shift/ Nonedible Everyday Price Promotion Premiumization Volume Change Premiumization Spices / Seasonings 0.3% 1.5% 12.7% 14.4% +8.2 Dish Detergent -1.3% 4.8% 8.2% 11.8% +1.3 Sugar 1.9% 4.2% 2.7% 8.8% +2.0 Cups & Plates 0.2% 5.1% 2.9% 8.3% +2.9 CSD 1.5% 3.5% 2.0% 7.0% +0.4 Fz Novelties -1.0% 3.5% 4.3% 6.8% +2.4 Pet Food -0.4% 1.5% 5.7% 6.8% +1.0 Bread -0.7% 2.8% 4.3% 6.4% +1.2 Soap -2.4% 4.3% 4.0% 5.9% -0.8 Bottled Water 0.9% 0.6% 4.3% 5.8% +2.5 Salty Snacks -1.4% 4.7% 1.5% 4.8% +0.8 Energy Drinks -0.2% -0.1% 5.1% 4.8% +3.6 Laundry Detergent 0.3% 1.1% 3.1% 4.4% +0.1 Beer 0.8% 1.0% 2.3% 4.1% +0.9 Ice Cream 0.0% 1.0% 2.8% 3.9% -0.4 Pasta -0.4% 1.3% 2.4% 3.3% +0.5 Frozen Pizza -0.7% 2.1% 1.7% 3.0% +0.4 Chocolate Candy -0.5% 2.0% 1.2% 2.8% -0.5 To learn more about premiumization , read The Premium Opportunity report. Note: Everyday price at item level. Promotions includes promotion frequency and depth (driven by frequency). Mix shift refers to difference in product mix vs. YA, driven by shifts to more premium brands (positive effect) countering shift to larger pack sizes (negative effect).

Source: IRI POS 12 WE 3/21/21, 16 WE 12/27/20, Grocery channel. IRI Strategic Analytics.. © 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 5 CONTEXT Premium Brands Grew in Many Categories as Shoppers Traded Up

Category Price Tiers and Brands – Representative Categories

Chocolate Candy Frozen Entrées Private Label Value Mainstream Premium Private Label Value Mainstream Premium 1.7% 4.0% Pre- Pre- 13.8% 65.1% 19.4% $14.6B 12.5% 55.7% 27.7% $9.4B COV COV L52 13.3% 64.0% 20.8% $15.5B L52 12.1% 54.2% 29.6% $10.6B 1.9% 4.1% +0.2 -0.5 -1.1 +1.4 +0.1 -0.5 -1.5 +1.9 Premium small Health and comfort indulgences grow brands contribute most to premium growth

Baking Mixes Soap Private Label Value Mainstream Premium Private Label Value Mainstream Premium 3.6% 8.9% Pre- Pre- 8.6% 62.0% 25.8% $1.3B 9.9% 60.4% 20.9% $5.3B COV COV L52 8.8% 60.6% 27.5% $1.6B L52 11.5% 54.5% 27.7% $7.5B 3.1% 6.2% -0.5 +0.2 -1.4 +1.7 -2.6 +1.6 -5.8 +6.8 Premium brands with alternatives for allergies and Smaller premium dietary restrictions gain share brands grew share

Note: Price Tiers calculated at Major Brand Level from Subcategory Price/Vol as Premium > 1.25*Avg, Value < .75*Avg Source: IRI POS; Pre-COVID-19 52 WE 2/23/20, L52 WE 3/21/21 © 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 6 PRICING CHALLENGES Demand for In-Home Consumption Is Expected to Decline vs. Last Year as Consumers Begin to Resume Pre-Pandemic Behaviors

U.S. Consumer Mobility vs. F&B At-Home Volume % chg. from pre-COVID-19 (Jan mid-Feb ’20) base, 4 wk rolling avg – est. total Omnichannel Full-Service Restaurants Performance All Restaurants (including closed) 40 $ sales % chg. vs. pre-COVID-19 2020 F&B volume For restaurants that remain open, 30 ~+8% ~+10-12% vs. vs. Jan- +6% sales are near pre-COVID-19 levels Jan-Feb 2020 Feb 2020 vs. Jan- 20 Feb 2020 +3% +3% March -55 vs. Jan- Median vs. Jan- April -83 10 Feb 2020 Feb 2020 Forecast F&B May -69 Volume June -53 0 Mobility 2020 vs. July -50 2019 -10 August -48

1/1/2020 4/1/2020 7/1/2020 1/1/2021 4/1/2021 7/1/2021 1/1/2022 September -42 10/1/2020 10/1/2021 -20 October -42 November -55 Forecast -30 based on assumption of full COVID- December -61 19 vaccine distribution by June 2021 January -53 -40 February -50 2021 vs. Q2 ‘21 Q1 ‘21

Q3 ‘21 March

Q4 ‘21 -47 -50 2019 Demand for categories will continue to be idiosyncratic April -32

Omnichannel = MULO+C + Costco + eCom – Overlap. Source: Google Mobility – Workplace. IRI POS data. IRI Strategic Analytics models. IRI analysis. © 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 7 PRICING CHALLENGES More Pricing Is Expected for 2021: CPGs Need to Leverage the Full Spectrum of Revenue Growth Levers as Price / Mix Growth Accelerates

CPG Price / Mix Growth Andre Schulten, P&G CFO % chg vs. YA % chg vs. 2YA "As opportunities allow, we’ll close a couple of price increases Price / mix with new product innovations, adding value for consumers.” James Quincey, Coca-Cola CEO 6.7% has grown “There will have to be some price increases… We intend to 5.3% 5.6% on average manage those intelligently, thinking through the way we use 4.0% 4.4% package sizes and really optimize the price points for consumers." 3.3% 3.3% 1.9% 2.5% Dave Marberger, Conagra CFO “History shows us that price adjustments are more likely to be over last accepted in the market when industrywide and broad-based EDIBLE 10 years input cost inflation occurs…” Q1 L4 2019 2020 12 WE 3-21-21 4 WE 4-18-21 Vivek Sankaran, Albertsons CEO “Inflation of 3% to 4% can be passed on to the consumer, 8.8% Price / mix but if inflation goes higher there will be difficult conversations 7.9% 7.4% growth last throughout the supply chain.” 5.7% 5.7% exceeded Michael Hsu, Kimberly-Clark CEO 5.1% "We expect some of the net benefit from COVID-19 dynamics, 4.4% 3.5% 5% in including higher consumer demand, to reverse. In addition, commodity costs are rising globally…" 2008 Linda Rendle, Clorox CEO “We’re looking at price increases…in a category-by-category approach… We’ll focus on… margin-accretive innovation.” NONEDIBLE

Note: Price / Mix is dollar-weighted price per volume % change across categories. Source: IRI POS Data, MULO+C; Earnings Call Transcripts. © 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 8 PRICING CHALLENGES Price Sensitivity Is Rising Again After Dropping During the COVID-19 Pandemic

CPG Average Promoted Price Group (PPG) Price Elasticity / Grocery Channel

39 w/e 3/1/20 26 w/e 10/26/20 39 w/e 2/28/21

Edible Nonedible

% reduction in volume from 10% -8.5 -10 increase in price -12.9 -14.8 -16.3 -17.1 +4.4 -18.9 -6.3 +0.8 -2.6

Revenue Growth Management Opportunities | Reshape elasticity curves leveraging behavioral economics (e.g., attribute priming, anchoring, assortment curation, bundling).1

1Psychology of Pricing: Reshaping Your Elasticity Curve Note: Avg PPG price elasticity measured across PPGs (top 80% by volume) in representative categories. Source: IRI Revenue Growth Management proprietary models. © 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 9 PRICING CHALLENGES Retailers and Manufacturers Will Fight to Improve Market Share and Retain Buyers Acquired During the Pandemic Surge

Retailers Will Be Fighting for Market Share Even as Manufacturers Will Work to Retain the New Some In-Home Consumption Switches to Out-of-Home Consumers They Acquired During Pandemic Comparable Sales Growth Top Growing Brands by New Buyers Gained Edible No. of HH Buying 2020 HH Latest Fiscal Year Latest Quarter Quarter Ending Nonedible Chg. vs. YA Penetration 19.3% 20.5% Jan 30, 2021 1 Angel Soft 13.2 M 34% Large Brands gained 16.9% 11.8% Feb 27, 2021 an average of 1.9 M 2 Lysol 12.1 M 56% new buyers 16.3% 21.6% Jan 29, 2021 3 Charmin 11.2 M 47%

14.4% 11.2% Dec 31, 2020 1 Hunt’s 8.4 M 57% Medium Brands 10.6% Jan 30, 2021 2 Bimbo 7.8 M 34% 14.1% gained 1.3 M 12.8% 12.6% Feb 14,2021 3 Northern 6.9 M 22%

11.8% 10.8% Jan 29, 2021 1 Germ X 20.2 M 19% Small Brands gained 8.6% 8.6% Jan 29, 2021 0.7 M new buyers 2 Microban 8.9 M 7% 3 Kinder 8.7 M 20%

Source: Earnings Reports. IRI 2020 Trends and 2021 Emerging Growth Pockets. / Note: Costco is average of latest 4 quarters ending Feb 14, 2021. Comparable Sales Growth excludes Fuel for most Retailers © 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 10 PRICING CHALLENGES Promotions Will Revert to “Normal” Levels as Retailers and Expectations Expect promotions to revert to Manufacturers Fight to Retain Buyers and Grow Market Share normal levels later in the year as consumer mobility starts to CPG Promotional Index / MULO increase and away-from-home vs. YA vs. 2 YA spending recovers.

Q1 ’20 Q2 ’20 Q3 ’20 Q4 ’20 Q1 ’21 4 WE Some manufacturers have 12 WE 03-22-20 12 WE 06-14-20 12 WE 09-06-20 12 WE 12-27-20 12 WE 03-21-21 04-18-21 invested to expand their 146.7 capacity and will be pressured to drive volume.

93.6 90.9 93.8 79.3 79.5 88.1 88.0 87.8 87.5 57.9 57.3

EDIBLE Revenue Growth Management 130.5 99.3 Opportunities 95.5 88.0 73.4 73.1 79.1 79.5 83.2 82.6 Winners will rethink and 60.9 58.1 innovate on promotions – in-store and online – that drive truly incremental volume and NONEDIBLE reduce unproductive spend.

Promotional index defined as % of dollar sales sold with any merchandising condition, indexed to YA value. Source: IRI POS data ending 3/21/21 © 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 11 CATEGORIES Winners Will Leverage All Revenue Growth Levers COMPETITION

New Skillsets that Leverage Technology, Real-Time POS, Consumer and Shopper Data, Advanced EVERYDAY PRICES Analytics, Machine Learning, and Artificial Intelligence

PROMOTIONS

INNOVATION

SHOPPERS

OCCASIONS

BRAND VALUE CHANNELS

Machine Learning Provides Real-Time Insights, Enabling Quick Action

Prioritize Pricing Decisions Identify Pricing Opportunities Based on the Size of the Prize

Which Retailers have NOT Reflected 15% SRP Increases on Product A?

Brand A – Unify Predictive Recommendations May/June ’20 Category in Channel, Price & Promo Opportunities Automated Insights Brand Retailer A Retailer B Retailer C Retailer D Retailer E Retailer F A Brand A Retailer A, Retailer B,

Brand A Retailer A, Retailer B, Retailer G Retailer H Retailer J Retailer K Retailer I Geo A Brand A Product A

Retailer L Retailer M Geo B Retailer N Retailer O Retailer C Brand A Brand B Product Product Retailer A A A Brand A Brand B Product Retailer Retailer L Retailer F Retailer K Retailer H Retailer M Retailer C Product B A A

Brand A Brand C Product Retailer Product C B A Retailer A Retailer K Retailer G Retailer I Retailer N Retailer E Brand A Brand D Product Product Retailer D A A

Brand A Brand E Product Retailer Retailer L Retailer H Retailer J Geo B Geo A Retailer I Product C B A

Brand A Brand F Product Retailer Retailer G Retailer M Retailer E Geo B Geo A Retailer O Product C B A

Brand A Retailer A, Retailer B, Brand A Retailer A, Retailer B, Brand A Retailer A, Retailer B, Brand BBrand C

Manual and inconsistent revenue management processes used to search for price and promotion execution gaps and opportunities will be replaced with on-demand, proactive, real-time push of alerts and predictors so that managers can quickly capture revenue growth opportunities.

Source: IRI disguised client example. © 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 13 CATEGORIES Winners Leverage Quick Pricing Diagnostics to Quantify the Risk / Reward Continuum for Pricing Actions

Select Examples – Pricing Risk / Reward Evaluation – Volume Sales Rate Index by Price Point

Inelastic Example: Low Pricing Risk Elastic Example: High Pricing Risk Sales Rates Are Relatively Unchanged as Prices Increase Sales Rates React Strongly to Changes in Price

Pricing diagnostics often help quantify price leverage for a brand in the context of its competitive value position and save companies from unnecessary price moves when opportunities lie elsewhere.

Note: Reported Base Price Point is the point’s range ending point and includes a full dime’s worth of prices. Points start at this value, i.e., $0.99 is a Base Price Point of $0.90 thru $0.99. Source: IRI MULOC © 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 14 CATEGORIES Take Price in Categories That Revenue Growth Management Have a Lower Volume Impact Opportunities Representative Categories – Category Volume Change from 5% Price Increase Managers who invest to understand price elasticity for their Batteries brands and -6.0% Bottled Juices - SS categories, as well as Laundry -7.2% competitive and Detergent substitute solutions -7.5% Chocolate Salty Bottled across key purchase Candy Snacks Water scenarios, can Greatest -8.3% -7.4% -6.9% Least increase topline sales Volume Volume by more than 2%. Decrease Decrease Leaders take price early in select categories and Baking brands to increase Crackers Cookies Vitamins Needs their optionality and -8.3% -7.1% -3.3% -7.4% retain promotional flexibility as needed. Frozen Ice Cream/ Toothpaste Pizza Sherbet -6.4% -8.2% -7.2%

Source: IRI Revenue Management Database. 39WE 2/28/21. © 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 15 COMPETITION Monitor Competitive Price Gaps at Market-Account Level in Real Time and Take Quick Corrective Action

Client Example – Aggressively and Granularly Monitor Competitor Price Gaps

“Instead of having a team dedicated to pulling data and searching for price and promo execution gaps, technology does that work for us and delivers us exactly the insights we need as soon as data is released, saving our finance team hours of work every week.” — Director of Revenue Management

Source: IRI disguised client example. © 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 16 COMPETITION Monitor Competitive Promotions and Their Impact to Identify and Quickly React to Promotion Opportunities and Risks

Benchmarking Promotional Execution Convenience Channel, Latest 52 weeks vs. Latest 12 Weeks on Promotion

Last 52 Weeks Last 12 Weeks 36 34 Competitor is now getting more than its fair share of quality 20 18 merchandising.

8 8 6 2

Brand A Competitor Brand A Competitor Brand A Competitor Brand A Competitor Any Merch Quality Merch Any Merch Quality Merch

Source: IRI disguised client example.

Note: Weeks of promotion support less frequent than comparison products. Brand A had fewer weeks of support than 1 comparison product for Latest 52 WE 02-21-21. Minimum promo weeks of support difference is 1. © 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 17 COMPETITION Leaders Track Changes of Own Brand and Competitive Brand Price Sensitivity to Determine Appropriate Action

Examples – Brand Base Price Elasticity

2020 2021 Mainstream wafer Premium breakfast with no claims cookie with claims: Indulgent pizza with a wide Premium, exotic flavors -1.0 • Whole Grains variety of forms and crust with claims including: -1.0 options with claims: • 100% Real Cheese -1.1 • 4 Hours of Nutritious +39.5% Steady Energy • 100% Real Cheese • Preservative-free crust -1.2 More price • Natural Flavors • Preservative-free crust • No Artificial Flavors -1.3 sensitive • No Artificial Flavors -1.4 -1.4 -1.5 -1.5 -5.9% -21.2% -1.6 Less price -1.6 Less price -1.7 -1.8% -1.7 sensitive sensitive Price Elasticity -1.7 -1.8 -1.7 Minimal • Avoid everyday price • Monitor promos to cut Change -1.9 -1.9 erosion unproductive events • Seek any remaining pockets -2.0 • Use targeted promotions • Leverage differentiating product claims on packaging of leverage across the category to drive volume to take price to be able to take price • Strengthen brand value • Use brand equity to secure quality support for events, • Ensure a strong, compelling proposition improving lift for the remaining weeks on promo price-value curve vs. competitors

Source: IRI Revenue Management Database. Pre-Period = 39WE 3/1/20; Post-Period = 39WE 2/28/21. © 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 18 EVERYDAY PRICING A Key Lever of Revenue Growth Is Identification and Correction of Misaligned Price-Volume Curves in a Competitive Context

Client Example – Brand 1 vs. Brand 2 Price / Volume Curve – Retailer 1 Non-Promoted Avg. Price per Unit, 52 WE February 23, 2020 – Retailer 1

Brand 1 Product 1 Product 4 Brand 2 Product 1 Product 4 4oz Product 2 Product 5 8oz Product 2 Product 5 8oz Product 3 Product 6 Product 3 Product 6

12oz 7oz 12oz 24oz

24oz

14ct 14ct 28ct 16ct 20ct 28ct 24ct Promo Price per Count / Ounce / Count per Price Promo

Promo Price per Count / Ounce / Count per Price Promo 24ct - 20ct - 24ct 40ct 24ct

Non 80ct 48ct 20ct Non 30ct 40ct 60ct

Non-Promo Price Per Unit Non-Promo Price Per Unit Incentive curve analysis across retailers, triangulated with elasticity modeling, identifies new price-pack opportunities.

Source: Disguised Client Example. IRI Consulting analysis. © 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 19 EVERYDAY PRICING It’s Critical to Quickly Determine Optimal Everyday Prices at Account and Pack Level, Especially in an Uncertain and Uneven Environment

Client Example – Impact of Everyday Price Changes “Our team

Price Recommendation Unit Sales Revenue Contribution Retail focuses now on Product (Allowable Range, Current, Change Change Change “ Account Recommended) % % % forward-looking $4.12 $5.04 Brand A, actions instead Account X 2.2% 1.7% -0.4% Pack 1 $4.12 4.35 -5.3% of working with $1.69 $2.06 backward data.” Brand A, Account Y 22.7% 11.6% 9.3% Pack 2 $1.69 $1.92 -12.0% VP of Revenue $1.83 $1.99 Management Brand A, Account Z 0.1% 0.0% 0.0% Pack 2 $1.79 $1.91 +6.7%

Source: IRI disguised client example. © 2021 Information Resources Inc. (IRI). Confidential and Proprietary.”20 PROMOTIONS Leaders Leverage Technology to Proactively Identify and Correct Violations of Pricing Guidelines

Client Example – IRI Opportunity Alerts

Capturing Such Granular Opportunities Can Collectively Lead to a 1% Increase in Revenues

Brand A

Retailer 1 is the only Brand A retailer that is in violation of the established lowest promoted price point of $0.79

Brand A

Brand A Retailers can use promotions strategically to drive growth where there is greater price reaction and return on investment.

Source: IRI disguised client example. © 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 21 PROMOTIONS Optimize Trade Calendars at Brand-Pack- Account Level by Testing Different Options

Client Example

Giving access to promo effectiveness, scenario capabilities enabled sales growth up to 5% for same level of trade spend

Simulate Runs & Measure Impact of Different Promo Calendars Evaluate Scenarios at the Account and Across Accounts (including changes to everyday price) Key inputs and assumptions Summary of expected Summary of metrics for Recommendation (COGS, list price, etc.) outcome for each scenario each potential scenario rationale

Simulate different # of wks of different promos

Source: IRI disguised client example. IRI POS Data, Pricing Study, Trade Simulator, and Consulting Analysis. © 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 22 PROMOTIONS Leverage Machine Learning to Drive Profitable Trade Decisions

Client Example – Trade Event Optimization

IMPACT: 10 ppts ROI Improvement Drove Operating Profit Improvement of 15% and 5% Increase in Sales

Looking across investment opportunities for each …and used this to optimize the mix of Hi/Lo and EDLP promos brand we found significant variation in effectiveness at an account level to drive top- and bottom-line growth. of existing investment being made… $4.49 Base Price Original Scenario Promotions $3.78 Base Price $3.49/$2.99 Scan Promos

$4.50 10 10 10 10 10 10 10 10 10 10

10 10 10 10 10 10 10 10 10 10 16 PPG A $2.99 14

$4.00 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 8 PPG A MEGA $3.49/$2.99 0 $3.50 10 10 10 10 10 10 10 10 10 10

10 10 10 10 10 10 10 10 10 10

$3.00 10 10 10 10 10 10 10 10 10 10 PPG A Must$3.49 Buy 3 12

9 10 10 10 10 10 10 10 10 10 $2.50 8 9 10 10 10 10 10 10 10 10 16 PPG B $3.49BOO50 16 7 8 9 10 10 10 10 10 10 10 $2.00 6 7 8 9 10 10 10 10 10 10 16 16 5 6 7 8 9 10 10 10 10 10 PPG C B1G1$7.99 $1.50 5 5 6 7 8 9 10 10 10 10 4 5 5 6 7 8 9 9 9 9 $3.78 EDLP PPG A $4.49 3 4 5 5 6 6 8 8 8 8

$1.00 2 3 4 5 5 5 6 6 7 7

0 2 3 4 5 5 5 5 5 5

$0.50 0 0 2 2 4 4 5 5 5 5 Expected Improvement vs. Original Scenario

0 0 1 1 2 2 4 4 5 5

$0.00 0 0 0 0 1 1 2 2 4 4 0 0 0 0 0 0 0 0 0 0 Manufacturer Metrics Retailer Metrics -$0.50 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0

IncrementalProfitperInvestedDollar -$1.00 Volume +8% Retail Sales +9% $0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 Net Sales +8% Retail Profit +10% Mfg Profit +8% Retail Mgn +1 ppts Price Investment ($ per week) Trade ROI +28 ppts

Evaluating against the total system profit pool ensured trade In addition to driving the manufacturer / retailer win-wins, plans that benefitted both the client and its retail partners. these new trade plans significantly increased ROI.

Source: IRI disguised client example. © 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 23 PROMOTIONS When a Category Grows More Sensitive, Brands Need to Guard Equity and Ensure Their Fair Share of Quality Merchandising to Drive Productivity

Client Example – Promo Weeks of Support vs. Competitor Products: Selected Outputs

Promoted Recommended Quality Recommended Total Unit Sales Retail Sales Mfr. Profit Price Account Merchandising Weeks Weeks Change Change Change Group Change Result Change Result % % %

Pack 1 Account X -2 31 +2 41 6.8% 8.6% 6.7%

Pack 1 Account Y +2 38 -1 41 5.1% 6.1% 5.1%

Pack 2 Account Z +3 21 -- 32 4.4% 6.5% 4.3%

Pack 2 Account K +4 26 +5 32 18.5% 22.3% 18.3%

Source: IRI disguised client example. © 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 24 PROMOTIONS Monitor Promos to Ensure They Drive Planned Results, But Allow for Ongoing Refinements in the Trade Calendar and Avoid Oversaturation

Promo Execution and Competitive Promotions Brand A Pack 2 at Retailer X

Typical Promotional Lifts Alerts trigger when promo event yields Illustrative Example greater or less than expected/threshold lift

Feature Display F&D TPR Action: 250% 300% 400% > 50% TPR 200% Identify incremental execution opportunities BOGO 100% 150% 200% 300% at that and at other accounts Buy 2, get 1 75% 100% 150% 200% 20-25% TPR 50% 100% 125% 175% 10-19% TPR 25% 50% 75% 150% Alerts trigger when competitive promo < 10% TPR 10% 30% 50% 75% event yields greater than typical lift Promoted Price Promoted Everyday Price 20% 35% 35% Action: Process done for all packs Work with account teams to assess why and geographies selected for analysis. event yielded unexpected lift and act

Source: IRI disguised client example. © 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 25 SHOPPERS Revenue Growth Innovators Leverage Frequent Shopper Data to Revenue Understand Which Promotions & Packs Drive Truly Incremental Sales Growth Management Client Example – Responsiveness of Promotions by Shopper Segment / Segment Index to Average Opportunities

Pack A: Deeper Must Pack A: BOGO with Pack B: Shallower Pack B: Buy 2 Get 1 Retailers can Buy 3 Promo Display Support BOGO50 with Display Support understand the Strong Response Skewed More Toward More Evenly Distributed; Strong Response from Loyal Buyers Light Buyers & Switchers Higher Focus on Switchers From Switchers effect of their pricing and Loyal to Heavy 117 100 103 130 Other Brand promotion on Medium 102 107 87 94 specific shopper Light 146 167 112 101 segments in

Switcher Heavy 107 125 122 134 order to drive penetration and Medium 102 110 107 115 incremental Light 115 146 145 194 revenue. Loyal to Heavy 178 86 113 78 Brand X USAGE CATEGORY Medium 156 96 103 97

Light 91 170 121 101

Source: IRI disguised client example. © 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 26 SHOPPERS Use Shopper Data to Tailor Promos and Merchandising Types to Target Specific Shopper Segments Like Brand Switchers

Client Example – Promotional and Merchandising Responsiveness by Shopper Segment Segment Level Engagement Indices vs. All Promotional Weeks, IRI FSP Data

Feature BOGO 40% off with Display

Heavy 150 200 142 134 130

Moderate 130 160

Light CATEGORY USAGE USAGE CATEGORY 160 170 142

Loyal to Loyal to Loyal to Loyal to other brands Client Brand other brands Client Brand BRAND LOYALTY Deep feature events engage heavy category buyers, in particular brand switchers, while deeper display events engage moderate and light category buyers, in particular brand switchers.

Source: IRI disguised client example. © 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 27 SHOPPERS Use Shopper Data to Identify Tactics That Attract Brand Switchers and Adjust Promotional Strategy

Client Example – Brand Switcher Share of Pack Sales % of Sales Total Category and Client Brand X, IRI FSP Data

Client brand was not getting fair share of brand switchers due to not offering a competitively priced small pack.

All Other Smaller Packs Larger Packs

Total Category 11% 52% 37%

Client 2% 20% 78% Brand

Winners gain additional revenue and share growth by understanding shopper preferences and purchase behavior at account level.

Source: IRI disguised client example. © 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 28 SHOPPERS Shopper Data Identifies Key Weeks to Run Promotions and for Identified key category weeks to Partnerships With Retailers to Win with Specific Shopper Segments win through promotions when Client Example – Dollar Sales Index by Week for Millennials millennials are with Moderate Category Engagement – IRI FSP Data most engaged in Segment Level Sales Index by Week the category. ($ index)

Leaders leverage granular analytics to identify key weeks to promote when valuable shoppers are in the market.

Winners work collaboratively with retailers to engage with the right shoppers, right packs, and right promotions at the right time.

Source: IRI disguised client example. © 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 29 SHOPPERS / CHANNELS Leaders Tailor Pack Size Offerings by Channel to Strengthen Winning the Value Proposition and Better Incent Upsell Opportunities Manufacturers factor in Client Example – Refining Price Pack Channel Architecture retailers’ shopper perspectives and collaborate with Competitive, Channel-Specific Packs Developed via a Granular Understanding of Shoppers the retailer to IMPACT: New assortments grew multi-pack sales 12–15% across all channels; grew mkt share to a 5-year high bring the right packs, prices and Current Architecture Recommended Architecture promotions to the market. Retailers fine- tune assortment; build both value and premium offerings and manage trade-in gap between value and mainstream and between mainstream and premium brands.

Source: IRI client work. © 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 30 CHANNELS Online Price Sensitivity Remains Lower Expectations Leading players consider Than Grocery Price Sensitivity differentiated assortment and pricing in-store vs. online to incent CPG Average PPG Price Elasticity Grocery, e-Commerce traffic to both channels.

39 w/e 3/1/20 26 w/e 10/26/20 39 w/e 2/28/21 Break line-pricing for complex flavors, special packs and LTOs in e-commerce where consumers are willing to pay extra for value. Promote differently E-Commerce – Grocery in-store and online. Pure Play Delivery

% reduction in volume from -10 10% increase in price Revenue Growth -13.0 -13.8 Management -14.7 Opportunities -16.6 -18.5 +0.8 Winning retailers attract and retain omnichannel -20.5 shoppers who are less price +1.9 -3.8 sensitive and more loyal with -7.5 right targeting, messaging and assortment.

Note: Average PPG price elasticity measured across PPGs (top 80% by volume) in 30 representative categories. E-commerce based on pure-play ecom retailer. 26 WE 10/6/19 vs. 26 WE 10/4/20. Source: IRI Revenue Growth Management proprietary models. © 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 31 BRAND VALUE Brands and Products That Can Make More Targeted and Aligned Claims Have Price Leverage

Select Examples – While shoppers tend to appreciate sourcing claims, they rarely are willing to pay more for them.

Keebler Club Crackers Blue Bell Mainstream Cracker Mainstream Ice Cream Elasticity Elasticity Claim: No claim 2020 2021 2020 2021 • Natural & artificial 1.72 -1.92 -1.99 -3.16 flavor added

Pepperidge Farm Goldfish Ben & Jerry’s Mainstream Snack Cracker Theme-flavored Premium Ice Cream Claims: Claims: • Non-GMO Elasticity Elasticity • Baked 2020 2021 • Responsibly Sourced • 100% Real Cheese Packaging 2020 2021 -1.67 -1.58 • Fairtrade -1.36 -1.30

CRACKERS • Cage-free Eggs Triscuit So Delicious Mainstream BFY Whole Grain Cracker Specialty Dairy-Free Ice Cream Claims: / SHERBET CREAM ICE Claims: Elasticity • Baked Elasticity • No artificial colors or flavors • Certified B Corporation 2020 2021 • Gluten Free • Non-GMO 2020 2021 -1.71 -1.20 • Non-GMO • 100% Whole Grain Wheat -1.16 -0.66

Source: IRI Revenue Management Database. Pre Period = 39WE 3/1/20; Post Period = 39WE 2/28/21. © 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 32 BRAND VALUE Leveraging Multiple Claims on Packaging Helped Elevate a Brand to a More Premium Price Position

Client Example – Strengthening Brand Value Proposition

Potential Individual Claims the Brand Could Make …But Shoppers Were Willing to Pay a 25% Premium Did Not Make a Significant Difference … for a Combination of the Claims

Individual Impact on Price Shopper Claim Shoppers Would Pay Rationale Organic +3% “That doesn’t mean it’s Combined Claim: healthy” “Organic, No Artificial No Artificial +3% “Yes, but it’s not good Ingredients, 3g of Protein Ingredients enough to be organic” per Serving” 3 Grams of +5% “That could be due to a series of bad additives” Protein Impact: Not only did the brand strengthen its appeal among core No single claim could justify enough users, but it also helped trade-up of a premium to offset the costs of carrying it. mainstream cracker buyers.

Source: IRI client work. © 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 33 BRAND VALUE Soap Brands With Natural, Beauty Benefitting Ingredients Gained Share Over Mainstream Brands

Premium Brand Share Growth – Select Examples

Moisturizing, for sensitive skin, Fair trade, Naturally derived ingredients plant-derived ingredients including lavender, eucalyptus, shea including almond milk, agave, made with organic oils raw coconut, avocado oil

L52 Share: 1.1% L52 Share: 1.0% L52 Share: 0.1% +0.5 ppt chg. vs. pre-COVID-19 +0.04 ppt chg. vs. pre-COVID-19 +0.01 ppt chg. vs. pre-COVID-19

Source: IRI POS; Pre-COVID-19 52 WE 2-23-20, L52 WE 3-21-21 © 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 34 OCCASIONS Tailor Products to Different Needs and Occasions for Revenue Growth

Brand Innovation – Select Examples

Base Oreo Thins Mini Snack Packs Standard Pack (14.3 oz) Standard Pack (10.1 oz) Standard (12 oz)

Original cookie with Thin cookies for a lighter, Snack packs for single-serve resealable package to crispier take on the original personal consumption; maintain freshness Oreo, with resealable container convenient travel size that’s with an easy-pull tab great for on-the-go snacking

$3.23 $3.30 $3.31 $5.07 153 $4.81 $5.54 168 14.3oz 10.1oz PPV Index to PPV Index to Standard Pack 12oz Standard Pack Price/Unit Price/Vol (PPV) Price/Unit Price/Vol Price/Unit Price/Vol Elasticity Elasticity Elasticity 2020 2021 2020 2021 2020 2021 -1.56 -1.60 -1.78 -1.37 -1.22 -1.43

Source: IRI Revenue Mgmt. Database. Pre Period = 39WE 3/1/20; Post Period = 39WE 2/28/21. IRI POS, MULO, 52 WE 4-18-21. Price Index calculated as (Price per Volume/Standard Pack Size Price per Volume)*100. © 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 35 INNOVATION In a Very Competitive Category, a Manufacturer Needed to Premiumize to Remain Financially Viable

Client Example – Strengthening Brand Value Proposition Example

A frozen foods manufacturer added a protein Tailored innovation claim to take credit in the short-term… around the protein concept...

New Claims: “Good source of protein” • 30g Protein / 13g Net Carbs • Good Source of Fiber • No Preservatives

…gaining 0.6 ppts of share with no additional …resulted in a gain of an additional ~4 ppts of share investment in product COGS through growth in both volume and price / mix

IMPACT: This brand nearly doubled its profit dollars per unit after strengthening its high protein positioning.

Note: Disguised Client Example © 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 36 INNOVATION Brands That Differentiate Through Premium Ingredients, Unique Flavors and Dietary Alternatives Can Price More

Premium Brand Pricing and Share Growth – Select Examples

Premium Ingredients Unique Flavors Dietary Alternatives Basil, Cherry Tomatoes, BBQ Chicken, Sicilian, Dairy Free, Soy Free Asiago, Cremini Mushrooms Four Cheese, Margherita Gluten Free, Meatless

$6.15 152 $6.45 159 $7.46 184 Index to Index to Index to Price/Unit Category Avg Price/Unit Category Avg Price/Unit Category Avg L52 Share: 1.7% L52 Share: 3.7% L52 Share: 0.8% +0.3 ppt chg. vs. pre-COVID-19 +0.2 ppt chg. vs. pre-COVID-19 +0.3 ppt chg. vs. pre-COVID-19

Winners home in on granular consumer data to understand emerging trends, articulated and unarticulated, to capture pricing opportunities (e.g., limited time offers, seasonal products).

Source: IRI POS; MULOC, L52 WE 4-18-21. Pre-COVID-19 52 WE 2-23-20. © 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 37 Revenue • Monitor price elasticity at a granular level with high frequency to capitalize on pricing opportunities in the supply-constrained environment. Growth • Continuously track promotional effectiveness and direct investments to efforts that Opportunities deliver the highest returns. • Understand price-pack opportunities across channels and consumers and To win the market share assess potential evolution, especially with e-commerce vs. in-store. battle in this inflationary • Ensure adequate opening price points and value products, while driving sales of environment, it is critical to premium and super premium products. quickly discover pricing and • Manage the trade-in gap between value and mainstream and between promotion opportunities and mainstream and premium brands. enable granular execution by • Drive occasions and innovate to realize value.

providing prescriptive and Manufacturer intelligent recommendations to the right decision makers • Attract and retain omnichannel shoppers who are less price sensitive and more (HQ/Field, HQ/Store). To do loyal with the right targeting, messaging and assortment. this at scale, CPGs and • Fine-tune assortment; build both value and premium offerings and manage the trade- retailers need to leverage in gap between value and mainstream and between mainstream and premium brands. advanced analytics (e.g., • Understand the effect of pricing and promotion on specific shopper segments in elasticity), new technologies order to drive penetration and incremental revenue. (e.g., machine learning, • Use promotions strategically to drive growth where there is greater price reaction automation) and datasets (e.g., and return on investment. shopper, consumer, POS). • Continuously monitor price and promotional elasticity at granular levels and adapt revenue growth management practices. Winners are enabling their • Articulate your total value to consumers and shore up your opening price point organization to make profitable products as inflation picks up and a segment of shoppers trades down and looks for decisions via new sets of tools. Retailer value products and retailers that offer more value.

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© 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 39 IRI’s Revenue Growth Management Enterprise Solutions Are the Nexus of World Class Predictive Price & Trade Models and Real-Time POS Data

Opportunity Alerts Price & Pricing & Predictors Trade Advantage Diagnostic • Delivers a fully automated • Enables price and trade strategy • Manages risk by identifying personalized decision-making to maximize sales, share, and changes in sales velocity at platform with alerts and size of profit objectives by war-gaming specific price points and price the prize multiple scenarios and comparing gaps and identifies root causes • Harnesses IRI’s advanced store- outcomes. for sales and share change level price and promo modeling to • Informs price and trade decisions • Achieves planned price determine granular, retailer- based on full category results realization and avoids key specific impacts from pricing and promo actions competitive gap violations. • Leverages machine learning for • Harnesses IRI’s advanced store- • Avoids sales losses at customers quick identification of level price and promo modeling to that appear threshold- and gap- opportunities determine granular, retailer- compliant on average. specific impacts Action and Impact 3-5% growth in sales Generate 3% to 5% improvement in 10X+ productivity gains in price realization and determining root cause of Up to 5% growth in margin trade efficiencies for top- business trajectory and identifying and bottom-line growth areas of improvement

© 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 40 IRI Offers Solutions and Services to Drive Pricing Discipline in a Downturn, From End-to-End Consulting to Automated Alerts and Granular Analytics

Assortment Portfolio Profitability Segment-Specific Planning Strategy Consulting Pricing Optimization • Delivers a fully automated • Provides end-to-end guidance to • Enables more strategic pricing personalized decision-making strengthen value proposition based on securing longer-term platform • Chooses most profitable shopper loyalty • Harnesses IRI’s advanced store- opportunities among pricing, pack • Targets price and promo level modeling to determine size, messaging, and innovation opportunities that resonate with granular, retailer-specific impact • Grows both top and bottom line most valuable shoppers • Simulates full category results from while also driving market share • Strengthens position as a assortment and space decisions, • Builds win-win for retailers and strategic advisor to retail accounting for demand transfer manufacturers to drive engagement • Decomposes price and promo • Allows contingency and scenario and compliance elasticity across consumer planning, along with ongoing segments monitoring and tracking Action and Impact >2-5% sales growth 3-10% growth in sales 5-10% growth in sales 2-5% retail category growth 10-20% reduction in COGS 5 ppts gain in trade lifts >5% margin gains 5-10% increased conversion Up to 10% gains in basket size

© 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 41 Mark Clouse Stuart Aitken Vivek Sankaran President and CEO, Campbell Soup Company Chief Merchant & Marketing Officer, The Kroger Co. President & CEO, Albertsons Companies November 10, 2020 September 3, 2020 August 25, 2020

The Changing Shape of Discovering Pockets COVID-19 Emerging Recession Proof IRI COVID-19 Impact the CPG Demand Curve of Demand Point of View Your Business Assessment Reports

14. Vitamins, Minerals, Supplements 4. Winning in CPG E-Commerce 5. COVID-19 Vaccine Update: 7. Defending and Recapturing 5. Anticipating Life After 13. America Is Ready for Football 3. Innovation for a Post- Impact on CPG Industry the Shelf COVID-19 12. Revenue Management Pandemic World 4. Anticipated Vaccine Adoption & 6. Innovation Lessons From the 4. Consumers Provide a Opportunities in a Pandemic 2. Harness Growth in 2021 Impact on the CPG Industry Great Recession to Apply Pessimistic View of Coming Today Months 11. Home for the Holidays 1. The Premium Opportunity 3. Potential Impact of Reduced 10. Powering the Future of Unemployment Benefit 5. Building Brands During 3. Tracking the Dramatic Pivot Convenience Retail Changes on F&B Spending Recessionary Times of U.S. Consumer and Shopper Behavior 9. Reignite In-Store 2. Consumer Stimulus, 4. Recessionary Lessons to Merchandising in Grocery Unemployment Benefit Apply to Private Label Today 2. Then and Now: Consumer 8. SNAP Benefits Spending & Shopping Behavior 3. How Big Brands Performed CPG Behavior During Economic Downturns 7. U.S. CPG Growth Leaders 1. The Impact of a Second Round During the Great Recession of Stimulus on the CPG 1. COVID-19: Impact on CPG 6. E-Commerce 2. Maintaining Pricing Discipline Demand Curve During a Recession and Retail 5. Boomers 1. How the Great Recession 4. A Global Perspective Reshaped CPG Demand Curve 3. Tracking Transformation 2. Meat and Millennials 1. Anticipate the Future

© 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 43 CPG Economic Indicators Access IRI’s industry-standard metrics for consumer product demand and supply during the pandemic, our CPG inflation tracker and the latest data on category trends, out-of-stock levels, consumer sentiment and more.

U.S. Demand Channel Shift E-Commerce Demand Index™ Index™ Forecasts Index™ Demand Index™ Inflation Out-of-Stock Levels U.S. Topics from Supply Index™ Tracker™ for Subcategories IRI Social Pulse™

The IRI CPG Demand Index™ provides a standard metric for tracking changes in spending on consumer packaged goods. U.S. Demand Index™ Forecasts are delivered through a proprietary, fully automated forecasting solution that anticipates consumer demand. Channel Shift Index™ provides a standard metric for tracking changes (migration) in spending on consumer packaged goods across select channels. The IRI E-Commerce Demand Index™ provides a standard metric for tracking changes in spending on consumer packaged goods purchased online. Inflation Tracker™ provides the well-known price per unit metric for tracking changes in pricing of consumer packaged goods. Supply Index™ provides a standard metric for tracking changes in product availability (i.e., in-stock rates) in stores for consumer packaged goods. Out-of-Stock Levels for Top-Selling Subcategories by Market Area in the U.S. Top U.S. Topics from IRI Social Pulse™

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