聯(lián)合利華商品管理(英文版)課件

CategoryManagementCaseStudyBasedonECRTaiwanCategoryManagementPilotProjectCategoryManagementCaseStudyCaseStudyAgendaObjectivesoftheCaseStudyCategoryManagementModelWorkthroughtheCatManProcess,(Scorecard&Tactics)WriteaCategoryPlanCaseStudyAgendaObjectivesoftheCaseStudyUnderstandtheCategoryManagementModel.UnderstandthelinkagebetweentheStepsintheModelbyworkingthroughCatManProcess.UnderstandPracticalApplicationofCategoryManagementbyAgreeingaCategoryPlan.ObjectivesoftheCaseStudyUnThisCaseStudyIstheInternationalProcess.IsbasedonrealSKU’sandmarket,butDatadetailischangedforconfidentiality.ThisCaseStudyShelvingRoleDefinitionAssesmentScorecardStrategiesTacticsImplementationReviewAssortmentPricingPromotionInternationalCategoryManagementModelShelvingRoleDefinitionAssesmenHandoutMaterial-Pages3&4CategoryDefinitionCategoryRole(ThesearegenerallyagreedbySupplier&Retailermanagementinadvance.)HandoutMaterial-Pages3&4PretreaterCleanserFabricsCareFabricsCleanserFabrics-ConditionerBleachMainWashDelicateWashRinseSoftenerIroningAidsNormalColorConventionalConcentrateHeavyDutyLiquidLightDutyLiquidCategoryDefinition&StructureFabricCarePretreaterCleanserFabricsFabriFabricsCareFabricsCleanserFabrics-ConditionerBleachPretreaterMainWashDelicateWashRinseSoftenerIroningAidsNormalColorCleanserConventionalConcentrateHeavyDutyLiquidLightDutyLiquidCaseStudyFocus-FabricsConcentrateFabricsFabricsCleanserFabricsSignature/DestinationPriorityBasic/RoutineOccasional/SeasonalFill-in/ConvenienceCategoryRole?Signature/DestinationPriorityTheCategoryisPrioritybecauseofit’simportancetoSalesandProfit,plusit’scompetitiveimportance.Signature/DestinationPriorityBasic/RoutineOccasional/SeasonalFill-in/ConvenienceCategoryRoleTheCategoryisPrioritybecauMostCategoriesareBasicorPriority.VeryfewareSignaturebecauseofthehighinvestmentcosttomaintainthatposition.(SeePage4foradetaileddescriptionof“priority”).10%25%50%5%10%Signature/DestinationPriorityBasic/RoutineOccasional/SeasonalFill-in/ConvenienceCategoryRoleMostCategoriesareBasicorPCategoryAssessmentWhatisthecurrentperformanceoftheCategoryandSegments?HowdoestheperformancecomparetotheMarket?WhataretheOpportunitiesforImprovement?CategoryAssessmentWhatistheLossofShareWorsethanTotalRetailerSalesProfitMaintainedCategoryAssessment(Page5)LossofShareWorsethanTotalPUnder-performingSegmentsCategorySegmentAssessment(Sales)Under-performingSegmentsCategClearOpportunitiesforImprovementCategorySegmentAssessment(Profit)ClearOpportunitiesforImprovWinners(HH)Sleepers(HL)OpportunityGaps(LH)Questionable(LL)SizeofBubbleequalsSizeofSegmentOnlyoneclear“Winner”segment,(andit’ssmall).CategoryAssessment

(RetailerPerformanceinMarket)Winners(HH)Sleepers(HL)Oppor…but,ClearopportunitiestoIncreaseSales!OpportunityGaps(LH)Winners(HH)Sleepers(HL)Questionable(LL)CategoryAssessment

(FourLargestSegments)…but,ClearopportunitiestoICategoryScorecardWhataretheoverall“TopLine”targetsfortheCategory?ThesemustbediscussedandagreedwiththeSeniorManagement.CategoryScorecardWhatarethe$448.6m5.3%$35.0m7.8%Thisis16.5%growth,butthisRetailerwantsGrowth&MarketShare.OverallManagementGoalfortheCategoryCategoryScorecard(Page8)$448.6m5.3%$35.0m7.8%Thisis1RepeattheexerciseforeachSegment.$120.0m5.3%$4.9m4.1%ShouldwetryandretainshareinSegmentswithmorethan“FairShare”?DEFINITELYYES!ButnotattheexpenseofMargin!SegmentScorecard(Page9)RepeattheexerciseforeachSCategoryStrategies(Page11)

WeassigndifferentStrategiestoeachSegmenttoensurewehaveabalancedBusinessPlan.CategoryStrategies(Page11)CategoryStrategies(Page11)WeuseadifferentmixofStrategies,foreachCategoryRole.BalancedProfit.CategoryStrategies(Page11)WAssignStrategiestoSegments.(Page12)SegmentswithhighsharesareusedforProfitGeneration.HighUnitpriceand“RelatedSale”segmentsareusedforTransactionBuilding.AssignStrategiestoSegments.CategoryTactics.BasedontheRole,ScorecardandtheStrategies,wenowconfirmtheTacticstouseineacharea;RangingPricingPromotionShelvingCategoryTactics.BasedontheRangingTacticsAsaPRIORITYCategory,weshouldstockaBROADRANGEofSKU’s.RangingTacticsAsaPRIORITYCPricingTacticsAsaPRIORITYCategory,weshouldadoptSTRONGLYCOMPETITIVEpricing.PricingTacticsAsaPRIORITYCShelvingTacticsAsaPRIORITYCategory,weshouldadoptQUALITYlocation,withaslightlyhigherthanaveragespaceallocation.ShelvingTacticsAsaPRIORITYPromotionTacticsAsaPRIORITYCategory,weshouldBUILD

salesvolumes,usingMajorBrandsandSKU’s.PromotionTacticsAsaPRIORITYStrategicSummaryPage15inthehandoutsummariseswhatisagreedsofar.ThisistheBlueprintformanagingtheCategory.ThisisthereferenceforALLactionsanddecisionsasweworkthroughtheoperationaldetailofthePlan.StrategicSummaryPage15inthSegmentRangingReview

(Concentrates)Page16detailstheSKU’savailableinthemarket,whatisstockedintheRetailerschannel,theRetailer,andhisCompetitors.NotethatCompetitor1has19SKU’s.Isthistoobroad?Howmuchofthemarketiscoveredbytheexisting14SKU’s?SegmentRangingReview

(ConcenSegmentRangingReview

(Concentrates)Page17rankstheSKU’sbysalesshareforcomparisonbetweentheRetailerandtheMarketaverage.Notethat15SKU’scovers95%ofthemarket.3SKU’s,(9,11,&12)arenotstocked.Theretailer’lowest2SKU’sarepoorperformersinthemarket.SegmentRangingReview

(ConcenRangingRecommendationWulin1.2kPrimaryLanPaoCon2KgColorCareCon1.2kPrimary2.6%1.6%1.5%+3.09m+1.90m+1.78mWulinCon1KgRefillTideCon.39oz/42oz0.4%0.1%(0.47m)(0.11m)+6.19mAdditionalAnnualSalesof$6.19m,5.3%increaseonthisyear,5.46%MarketShareRangingRecommendationWulin1.SegmentPromotionReview

(Frequency)Page18detailsthePromotionFrequency,TypeandPricePointfortheRetailerandhisCompetitors.NotethedifferenceinFrequencyandMixSegmentPromotionReview

(FreqPromotionFrequency44836%22418%22418%---1129%-115%1-15%------1129%Thereisno“perfect”answer!Clearlythe“mix”needsadjustingtobecompetitive.AligningBrandFrequencytomarketshareisagoodstart!PromotionFrequency44SegmentPromotionReview

(PricePoint)Almostallpromotionpricepointsarehigherthanthecompetitors.Page19outlinesthecurrentPricePointdifferentialbetweentheRetailerandhisCompetitors.SegmentPromotionReview

(PricPromotionReviewImpactInmostcases,PriceElasticityandOn-SaleMixarenotwellunderstood.TherecommendationisESTIMATEtheimpact,andMEASUREtheActual

Resultforinputtothenextreview.PromotionReviewImpactInmostSegmentPricingReviewPage20detailsthecurrentpricingfortheRetailer,andhisCompetitors.WhiletheRetaileriscompetitiveagainstComp1,(ahigh/lowretailer),heisnotcompetitiveonshelfforthemajorcomponentsofthesegment.SegmentPricingReviewPage20ALLpricesnowcompetitive,withNOmarginloss!ALLpricesnowcompetitive,ShelfPlacementReviewProgramssuchas“Spaceman”and“Apollo”assistgreatly.KeyelementsareBalancing“DaysofSupply”onshelf.UsingMinimumFacingsRulesandMaximumDOStorecommenddeletions.Allocatingany“spare”spacetoSKU’sthatsupporttheSegmentStrategy.ShelfPlacementReviewProgramsBalancethePlanEachTacticalDecisionhasproducedachangeinSales&Profit.AddupthevalueofeachchangeandcomparewiththeoriginaltargetsintheScorecardsection.Adjusttheplans.AgreewithManagementthattheresultisacceptable.BalancethePlanEachTacticalImplementation.CommunicatetheObjectives,TargetsandStrategiestoEVERYONEinvolvedinimplementation.SetandAGREEimplementationtiming.Dotestsin-storeforshelvingchanges.Check,check,checkthatagreedactionshappen!Implementation.CommunicatetheReviewAfterareasonableperiodoftime;Checkactualresultsagainstplan.Analyzeandunderstandvariancetoplan.StarttheprocessAGAINbyreworkingtheCategoryAssessment,andeitherconfirmingorrevisingtheCategoryandSegmentTargets.REMEMBER:CategoryManagementisaProcess,NOTatask!ReviewAfterareasonableperioCaseStudyResultCaseStudyResult聯(lián)合利華商品管理(英文版)課件CategoryManagementCaseStudyBasedonECRTaiwanCategoryManagementPilotProjectCategoryManagementCaseStudyCaseStudyAgendaObjectivesoftheCaseStudyCategoryManagementModelWorkthroughtheCatManProcess,(Scorecard&Tactics)WriteaCategoryPlanCaseStudyAgendaObjectivesoftheCaseStudyUnderstandtheCategoryManagementModel.UnderstandthelinkagebetweentheStepsintheModelbyworkingthroughCatManProcess.UnderstandPracticalApplicationofCategoryManagementbyAgreeingaCategoryPlan.ObjectivesoftheCaseStudyUnThisCaseStudyIstheInternationalProcess.IsbasedonrealSKU’sandmarket,butDatadetailischangedforconfidentiality.ThisCaseStudyShelvingRoleDefinitionAssesmentScorecardStrategiesTacticsImplementationReviewAssortmentPricingPromotionInternationalCategoryManagementModelShelvingRoleDefinitionAssesmenHandoutMaterial-Pages3&4CategoryDefinitionCategoryRole(ThesearegenerallyagreedbySupplier&Retailermanagementinadvance.)HandoutMaterial-Pages3&4PretreaterCleanserFabricsCareFabricsCleanserFabrics-ConditionerBleachMainWashDelicateWashRinseSoftenerIroningAidsNormalColorConventionalConcentrateHeavyDutyLiquidLightDutyLiquidCategoryDefinition&StructureFabricCarePretreaterCleanserFabricsFabriFabricsCareFabricsCleanserFabrics-ConditionerBleachPretreaterMainWashDelicateWashRinseSoftenerIroningAidsNormalColorCleanserConventionalConcentrateHeavyDutyLiquidLightDutyLiquidCaseStudyFocus-FabricsConcentrateFabricsFabricsCleanserFabricsSignature/DestinationPriorityBasic/RoutineOccasional/SeasonalFill-in/ConvenienceCategoryRole?Signature/DestinationPriorityTheCategoryisPrioritybecauseofit’simportancetoSalesandProfit,plusit’scompetitiveimportance.Signature/DestinationPriorityBasic/RoutineOccasional/SeasonalFill-in/ConvenienceCategoryRoleTheCategoryisPrioritybecauMostCategoriesareBasicorPriority.VeryfewareSignaturebecauseofthehighinvestmentcosttomaintainthatposition.(SeePage4foradetaileddescriptionof“priority”).10%25%50%5%10%Signature/DestinationPriorityBasic/RoutineOccasional/SeasonalFill-in/ConvenienceCategoryRoleMostCategoriesareBasicorPCategoryAssessmentWhatisthecurrentperformanceoftheCategoryandSegments?HowdoestheperformancecomparetotheMarket?WhataretheOpportunitiesforImprovement?CategoryAssessmentWhatistheLossofShareWorsethanTotalRetailerSalesProfitMaintainedCategoryAssessment(Page5)LossofShareWorsethanTotalPUnder-performingSegmentsCategorySegmentAssessment(Sales)Under-performingSegmentsCategClearOpportunitiesforImprovementCategorySegmentAssessment(Profit)ClearOpportunitiesforImprovWinners(HH)Sleepers(HL)OpportunityGaps(LH)Questionable(LL)SizeofBubbleequalsSizeofSegmentOnlyoneclear“Winner”segment,(andit’ssmall).CategoryAssessment

(RetailerPerformanceinMarket)Winners(HH)Sleepers(HL)Oppor…but,ClearopportunitiestoIncreaseSales!OpportunityGaps(LH)Winners(HH)Sleepers(HL)Questionable(LL)CategoryAssessment

(FourLargestSegments)…but,ClearopportunitiestoICategoryScorecardWhataretheoverall“TopLine”targetsfortheCategory?ThesemustbediscussedandagreedwiththeSeniorManagement.CategoryScorecardWhatarethe$448.6m5.3%$35.0m7.8%Thisis16.5%growth,butthisRetailerwantsGrowth&MarketShare.OverallManagementGoalfortheCategoryCategoryScorecard(Page8)$448.6m5.3%$35.0m7.8%Thisis1RepeattheexerciseforeachSegment.$120.0m5.3%$4.9m4.1%ShouldwetryandretainshareinSegmentswithmorethan“FairShare”?DEFINITELYYES!ButnotattheexpenseofMargin!SegmentScorecard(Page9)RepeattheexerciseforeachSCategoryStrategies(Page11)

WeassigndifferentStrategiestoeachSegmenttoensurewehaveabalancedBusinessPlan.CategoryStrategies(Page11)CategoryStrategies(Page11)WeuseadifferentmixofStrategies,foreachCategoryRole.BalancedProfit.CategoryStrategies(Page11)WAssignStrategiestoSegments.(Page12)SegmentswithhighsharesareusedforProfitGeneration.HighUnitpriceand“RelatedSale”segmentsareusedforTransactionBuilding.AssignStrategiestoSegments.CategoryTactics.BasedontheRole,ScorecardandtheStrategies,wenowconfirmtheTacticstouseineacharea;RangingPricingPromotionShelvingCategoryTactics.BasedontheRangingTacticsAsaPRIORITYCategory,weshouldstockaBROADRANGEofSKU’s.RangingTacticsAsaPRIORITYCPricingTacticsAsaPRIORITYCategory,weshouldadoptSTRONGLYCOMPETITIVEpricing.PricingTacticsAsaPRIORITYCShelvingTacticsAsaPRIORITYCategory,weshouldadoptQUALITYlocation,withaslightlyhigherthanaveragespaceallocation.ShelvingTacticsAsaPRIORITYPromotionTacticsAsaPRIORITYCategory,weshouldBUILD

salesvolumes,usingMajorBrandsandSKU’s.PromotionTacticsAsaPRIORITYStrategicSummaryPage15inthehandoutsummariseswhatisagreedsofar.ThisistheBlueprintformanagingtheCategory.ThisisthereferenceforALLactionsanddecisionsasweworkthroughtheoperationaldetailofthePlan.StrategicSummaryPage15inthSegmentRangingReview

(Concentrates)Page16detailstheSKU’savailableinthemarket,whatisstockedintheRetailerschannel,theRetailer,andhisCompetitors.NotethatCompetitor1has19SKU’s.Isthistoobroad?Howmuchofthemarketiscoveredbytheexisting14SKU’s?SegmentRangingReview

(ConcenSegmentRangingReview

(Concentrates)Page17rankstheSKU’sbysalesshareforcomparisonbetweentheRetailerandtheMarketaverage.Notethat15SKU’scovers95%ofthemarket.3SKU’s,(9,11,&12)arenotstocked.Theretailer’lowest2SKU’sarepoorperformersinthemarket.SegmentRangingReview

(ConcenRangingRecommendationWulin1.2kPrimaryLanPaoCon2KgColorCareCon1.2kPrimary2.6%1.6%1.5%+3.09m+1.90m+1.78mWulinCon1KgRefillTideCon.39oz/42oz0.4%0.1%(0.47m)(0.11m)+6.19mAdditionalAnnualSalesof$6.19m,5.3%increaseonthisyear,5.46%MarketShareRangingRecommendationWulin1.SegmentPromotionReview

(Frequency)Page18detailsthePromotionFrequency,TypeandPricePointfortheRetailerandhisCompetitors.NotethedifferenceinFrequencyandMixSegmentPromotionReview

(FreqPromotionFrequency44836%22418%22418%---1129%-115%1-15%------1129%Thereisno“perfect”answer!Clearlythe“mix”needsadjustingtobecompetitive.AligningBrandFrequencytomarketshareisagoodstart!PromotionFrequency44SegmentPromotionReview

(PricePoint)Almostallpromotionpricepointsarehigherthanthecompetitors.Page19outlinesthecurrentPricePointdifferentialbetweentheRetailerandhisCompetitors.SegmentPromotionReview

(PricPromotionReviewImpactInmos