Principles for Making A Difference – Everyday

Helping CPG brands win (everyday!) requires services that organically drive Productivity, Value, and Connectivity, or PVC. A commitment and understanding of how individuals in an organisation - no matter the department or seat they occupy - can impact one, two, or ideally all three pillars to have a positive impact on these disciplines is not a passing trend or an earth-shattering innovation. Rather, it is a refined articulation of principles that have long been foundational to business success.

With these three pillars, Propac has learned over the years that we can build deep, trust-based relationships with clients; drive cross-departmental collaboration; and cultivate a culture of agility and vision that activates growth, efficiency, and open communication.

Charles Daigle is a veteran in the retail promotions industry, Charles started his career at Promotional Resources - a small promotions and marketing services firm located in Dallas. In 1995, Charles started Propac Agency. Over the next two decades, his most notable and successful assignments have included in-store Retailtainment and Edutainment programs for retail partners such as Walmart, Shell, Dollar General and 7-Eleven and also shopper promotions for CPG suppliers such as Pepsi Cola, Frito-Lay, Shell Lubricants, ConAgra, and Cadbury. 

Productivity Through Cultural Buy-in

The agency must be committed to finding better ways of doing things without sacrificing any of the PVC pillars. Empowering teams to deliver the best results, do their best work, and deliver on constant, constrained timelines requires every individual’s buy-in.

An agency’s agility depends wholly on not just understanding a client’s goals but also on internalising business objectives and the ethos of the brand, and making that alignment a priority that remains core to an agency’s DNA.

That means leaning on individuals who remain nimble and seek opportunities to stretch beyond their comfort zones. In our partnerships with leading CPG brands, we tap into talent from across our teams to pair deep skill sets and expertise to overcome diverse challenges and deliver winning results for demanding customers such as Walmart, Dollar General, and Kroger.  

An agile team is always prepared to not just adapt but to also anticipate shifts in consumer behaviour and to address these challenges. Propac has worked to ignite the kind of impulse shopping that was long exclusive to brick-and-mortar stores at a time when customers now choose digital environments.

By pushing ourselves to think beyond the conventional, teams can deliver results that exceed expectations, address problems, and build agency-wide competencies.

Value Through Mutual Trust and Conversation

It’s no secret that the cornerstone of any successful partnership is trust. The PVC model builds trust through value, ensures that clients’ investments pay long-lasting dividends, and keeps them committed to knowledge-sharing and open communication.

By working closely with sales teams, Propac benefits from visibility into the shifts happening with retailers and consumers, which in turn informs our marketing strategies. This close collaboration yields greater consistency in messaging and reduces friction in the execution of campaigns and initiatives.

This type of rapport and mutual understanding reveals key areas for improvement, support, and opportunity that align with the brand’s vision and business objectives. Cohesive communication has improved alignment around goals, challenges, mission, and vision.

Connectivity Through Cross-departmental Embeddedness

Perhaps the most important pillar is connectivity. It’s the in-office human interaction that is our secret sauce, allowing our cross-department teams to drive efficiency without sacrificing quality or value for our clients.  

To get to this point of trust requires agencies to fully embed themselves across client teams. In many large CPG organisations, departments often operate in silos, which can lead to misalignment and missed opportunities. By ensuring that our teams have the opportunity to collaborate with different departments, we build strategies informed by a holistic understanding of the brand’s operations. This allows us to serve as a throughline to address challenges and relieve pressure points that might go unseen by clients’ top-level leadership.

Propac’s integrated, in-office teams provide strength and cohesive support to our clients that allow for seamless internal connectivity - from brand innovation to internal sales planning to customer AOP to shopper engagement.

When developing a new in-store activation, our team doesn’t just work with the marketing department. We also collaborate across merchandising, supply chain, HR, and beyond to ensure that the activation is not only creatively compelling but also operationally feasible. This level of embeddedness allows us to deliver solutions that are not only innovative but also practical, driving value across the entire organization.

Bringing the PVC Model to Life

In the CPG industry, competitive advantage is determined by the click of a button, and players’ speed to shelf rests on their ability to remain nimble and responsive. Driving value, productivity, and innovation requires constant connectivity with our clients, from marketing to the sales frontlines.

The commitment to driving PVC for a client is more than just a framework. It’s a perpetual, organisation-wide state of mind. This ensures every dollar spent delivers maximum impact, customer resonance, and brand cohesion across in-store activations, experiential goals, new-business development, operational streamlining, and more. Our approach has helped us develop solutions that not only drive sales but also enhance the overall customer experience and build long-term loyalty while supporting partners at every level. PVC-centric results aren’t just critical to the moment; they also advance clients’ broader goals.

Agencies need to do more than just deliver results. They need to build lasting partnerships that drive long-term value. The PVC model keeps that priority at the centre of agency operations and collaborations. By investing time to build mutual trust and connection, embedding teams across departments, and earning team buy-in that activates nimbleness and passion, agencies can become indispensable to partners of all sizes.