Kevin Cornell Resume
3104 Mimosa Way, Bentonville AR
(479) 721-5552, Soccerallthetime@cox.net
Business executive experienced in sales, marketing, product management, management, team building and computer systems design and use.
- Understand and use information systems to produce required business results. Highly skilled with analytics and organization.
- Effectively use information for Strategic Planning, Marketing, Modular Planning, Market Analysis, Profiling and Sales.
- Experience working with all levels at the National Accounts, including Divisional Merchandise Managers, Buyers, Replenishment Managers, Regional Buyers, Forecast Analysts, Modular Planning Managers and Store Managers.
- Very proficient in Microsoft Office: Excel, Word, Power Point, Outlook and knowledge of Access, JDA and Nielsen Data.
I turned around an ailing Arms Service business with a high level of employee and customer satisfaction.
Adjunct Instructor for American Management Association (AMA) courses taught at Utica College of Syracuse University.
1980 - B.S. in Business Administration from Missouri Southern State College (University).
1980-2016 Remington Arms Co., Inc., formerly a subsidiary of E.I. duPont, in 1993 Remington was purchased by a group of investors, in 2008 was purchased by Cerberus; now operating as the Remington Outdoor Corporation.
Sales Manager - National Accounts 1995-2016
- Key Account manager with a strong background in strategic sales, category management, sales analyst, and replenishment.
- Experience with organizing and directing projects with multiple levels management, product development, and marketing teams.
- I lead a team with a Sr. Retail Link Analyst and a Sr. Replenishment Analyst. During these 21 years our business has seen double digit increases, decreases and several of the best years our industry has ever experienced. We are responsible for everything involving Walmart.
- This includes but not limited to presenting new products and product solutions for Walmart, then using 1SYNC and Data Sync, setting up the items for Walmart, Forecasting (CPFR), helping Walmart order product, insuring the orders are received, then shipping product either seasonally or as a year round replenishable item.
- This requires vast experience with both Retail Link and other systems for the product to flow through the Remington and Walmart systems, to the consumers.
- Experienced in identifying, analyzing and solving many different, new and complex problems that have happened.
- From 1995 – 2004 we handled Kmart from this office until they suspended buying guns and ammo. We also managed 9 OEM accounts until 2004.
- I have 5+ years’ experience as a Category Manager (Advisor) role for Walmart.
- To expand upon this role, from 2002-2008 we were the Category Advisors for Firearms at Walmart. This meant we had full access to all gun data from all suppliers for all orders, shipments, modulars and traits, just no cost data.
- This meant actively managing about 90 “regular” sku’s, sold out of 12-36 gun slots.
- We advised the balance of gun slots for Rim Fire (Bolt & Semi Auto), CF Rifles (Bolt, Semi Auto, Pump & Lever) and Shotguns (Pump, Semi-Auto, O/U & Single Barrel). Guns were unique in that 1 gun slot could hold only 1 gun, but up to 7 guns could sell from the same slot if that gun came in different gauges, calibers or features. So we not only advised on the guns slots, but also the backroom inventory that was carried to sell from the same slot. The largest stores at that time had 36 gun slots, but sold up to 90 sku’s from those 36 gun slots. This meant that in our advisor capacity, we not only looked at the selling power of “the slot gun”, but also the selling power of “the entire slot”, which included back room guns. So a single gun RF Rifle slot had to sell very well, compared to a CF Rifle slot that might sell up to 7 guns from the same slot. Depending on the analytics, the same slot in different parts of the country might sell only the 2 best sku’s; others might have 4, 5 or all 7 sku’s. This was dependent on the part of the country and whether the store had 4, 8 or 12 feet of guns.
- There were no absolute correct/wrong answers in designing the modulars but we used consumer buying trends, POS data, and political events along with DEEP Analytics, to support our best mixes at that time. Once we had the best analytically supported mix, then in our advisor role, we also suggested the brands that would fill their mix.
- We started our Category Advisor with a buyer that was agreeable to our sharing the analytical data, selectively, within the Remington organization since he recognized the data helped Remington and other suppliers actually develop new product to fill consumer demand. Many Category Managers are not allowed to share their POS and Analytical Data with the rest of the company team, as it is felt to be proprietary between the Category Manager and Walmart. In our role as Category Manager it worked to the betterment of both Walmart and the suppliers to share access to the data. This was especially true in the development of small stature or “Compact” rifles and shotguns to better fit the growing numbers of women, children or smaller stature people that entered the shooting/hunting sports.
- This role also pointed out the need to develop “Pink” rifles and shotguns, which benefited several gun suppliers, Walmart and the Walmart consumers.
- My role as Category Manager also included access to over 1,200 special order gun sku’s that consumers could special order through their Walmart store from a distributor that handled many gun supplier products. Since we had no Nielsen or IRI type data available for the gun business, we analyzed these special order sales to develop trends for product modular changes that should or could be made.
Marketing & Financial Planner, Product Service’s 1993-1995
- Directed Marketing, Sales and Forecasting for Arms Service, Product Service, Armorer’s School and Pre-Litigation.
- In January 1994, I was also assigned as Project Manager for the Remington Arms Company Archives and Museum. This entailed a museum addition and creating a corporate archive including hiring a full time archivist.
Manager, Arms Service Division 1988-1993
- Managed the Marketing, Sales and Parts Distribution both domestically and internationally.
- Responsible for forecasting sales, budgets and parts requirements.
- Managed a $1 million budget and a staff of 24.
- Increased profits 41% (from -7% to PTOI profit of 34%) while increasing sales by 33%. We did this by focusing on staying instock, shipping what the customers wanted, when they wanted.
- Improved parts shipping time from 35 days to 2 days. Planned and implemented the computerization of the parts and repair department.
Product Specialist, Firearms Marketing 1986-1988
- Preparation of marketing forecast for firearms.
- Advertising responsibility for the firearms portion of the Remington catalog.
- Planned implementation of new firearms to the market place.
- Managed the Shooting Development Program located in Kansas City, MO.
- Managed the firearms portion of major trade shows.
Assistant to the Director of Sales 1985-1986
- Assisted our Director of Sales with sales programs and promotions, sales budgets and forecasts and organized National and Regional Sales Meetings.
Sales Representative, N. Carolina, S. Carolina, Virginia & Wisconsin 1980-1985
- Restructured the wholesaler network, while increasing sales from $10 million to $14 million in NC/SC/VA.
- Appointed new wholesalers, new mass merchants, Shopko and improved dealer relations in all 4 states.