联合利华商品管理.pptx

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Modern Trade,Academy,Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.Langridge,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Modern Trade,Academy,Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.Langridge,Category Management Case Study,Based on ECR Taiwan,Category Management Pilot Project,联合利华商品管理,第1页,Case Study Agenda,Objectives of the Case Study,Category Management Model,Work through the Cat Man Process,(Scorecard&Tactics),Write a Category Plan,联合利华商品管理,第2页,Objectives of the Case Study,Understand the Category Management Model.,Understand the linkage between the Steps in the Model by working through Cat Man Process.,Understand Practical Application of Category Management by Agreeing a Category Plan.,联合利华商品管理,第3页,This Case Study,Is the International Process.,Is based on real SKUs and market,but Data detail is changed for confidentiality.,联合利华商品管理,第4页,Shelving,Role,Definition,Assesment,Scorecard,Strategies,Tactics,Implementation,Review,Assortment,Pricing,Promotion,International Category Management Model,联合利华商品管理,第5页,Handout Material-Pages 3&4,Category Definition,Category Role,(These are generally agreed by Supplier&Retailer management in advance.),联合利华商品管理,第6页,Pretreater,Cleanser,Fabrics,Care,Fabrics Cleanser,Fabrics-,Conditioner,Bleach,Main Wash,Delicate Wash,Rinse Softener,Ironing,Aids,Normal,Color,Conventional,Concentrate,Heavy Duty Liquid,Light Duty Liquid,Category Definition&Structure,Fabric Care,联合利华商品管理,第7页,Fabrics,Care,Fabrics Cleanser,Fabrics-,Conditioner,Bleach,Pretreater,Main Wash,Delicate Wash,Rinse Softener,Ironing,Aids,Normal,Color,Cleanser,Conventional,Concentrate,Heavy Duty Liquid,Light Duty Liquid,Case Study,Focus-Fabrics Concentrate,联合利华商品管理,第8页,Signature/Destination,Priority,Basic/Routine,Occasional/Seasonal,Fill-in/Convenience,Category Role?,联合利华商品管理,第9页,The Category is Priority because of its importance to Sales,and,Profit,plus its competitive importance.,Signature/Destination,Priority,Basic/Routine,Occasional/Seasonal,Fill-in/Convenience,Category Role,联合利华商品管理,第10页,Most Categories are Basic or Priority.Very few are Signature because of the high investment cost to maintain that position.,(See Page 4 for a detailed description of“priority”).,10%,25%,50%,5%,10%,Signature/Destination,Priority,Basic/Routine,Occasional/Seasonal,Fill-in/Convenience,Category Role,联合利华商品管理,第11页,Category Assessment,What is the current performance of the Category and Segments?,How does the performance compare to the Market?,What are the Opportunities for Improvement?,联合利华商品管理,第12页,Loss of Share,Worse than Total,Retailer Sales,Profit Maintained,Category Assessment(Page 5),联合利华商品管理,第13页,Under-performing Segments,Category Segment Assessment(Sales),联合利华商品管理,第14页,Clear Opportunities for Improvement,Category Segment Assessment(Profit),联合利华商品管理,第15页,Winners(HH),Sleepers(HL),Opportunity Gaps (LH),Questionable(LL),Size of Bubble equals Size of Segment,Only one clear“Winner”segment,(and its small).,Category Assessment(Retailer Performance in Market),联合利华商品管理,第16页,but,Clear opportunities to Increase Sales!,Opportunity Gaps (LH),Winners(HH),Sleepers(HL),Questionable(LL),Category Assessment(Four Largest Segments),联合利华商品管理,第17页,Category Scorecard,What are the overall“Top Line”targets for the Category?,These must be discussed and agreed with the Senior Management.,联合利华商品管理,第18页,$448.6m,5.3%,$35.0m,7.8%,This is 16.5%growth,but this Retailer wants,Growth&Market Share.,Overall Management Goal for the Category,Category Scorecard(Page 8),联合利华商品管理,第19页,Repeat the exercise for each Segment.,$120.0m,5.3%,$4.9m,4.1%,Should we try and retain share in Segments with more,than“Fair Share”?,DEFINITELY YES!,But not at the expense of Margin!,Segment Scorecard(Page 9),联合利华商品管理,第20页,Category Strategies,(Page 11),We assign different Strategies to each Segment,to ensure we have a balanced Business Plan.,联合利华商品管理,第21页,Category Strategies,(Page 11),We use a different mix of Strategies,for each Category Role.,Balanced Profit.,联合利华商品管理,第22页,Assign Strategies to Segments.,(Page 12),Segments with high shares are used for Profit,Generation.,High Unit price and“Related Sale”segments,are used for Transaction Building.,联合利华商品管理,第23页,Category Tactics.,Based on the Role,Scorecard and the Strategies,we now confirm the Tactics to use in each area;,Ranging,Pricing,Promotion,Shelving,联合利华商品管理,第24页,Ranging Tactics,As a PRIORITY Category,we should stock a,BROAD RANGE,of SKUs.,联合利华商品管理,第25页,Pricing Tactics,As a PRIORITY Category,we should adopt,STRONGLY COMPETITIVE,pricing.,联合利华商品管理,第26页,Shelving Tactics,As a PRIORITY Category,we should adopt,QUALITY,location,with a slightly higher,than average space allocation.,联合利华商品管理,第27页,Promotion Tactics,As a PRIORITY Category,we should,BUILD,sales volumes,using Major Brands and SKUs.,联合利华商品管理,第28页,Strategic Summary,Page 15 in the handout summarises what is agreed so far.,This is the Blueprint for managing the Category.,This is the reference for ALL actions and decisions as we work through the operational detail of the Plan.,联合利华商品管理,第29页,Segment Ranging Review,(Concentrates),Page 16 details the SKUs available in the market,what is stocked in the Retailers channel,the Retailer,and his Competitors.,Note that Competitor 1 has 19 SKUs.,Is this too broad?,How much of the market is covered by the existing 14 SKUs?,联合利华商品管理,第30页,Segment Ranging Review,(Concentrates),Page 17 ranks the SKUs by sales share for comparison between the Retailer and the Market average.,Note that 15 SKUs covers 95%of the market.,3 SKUs,(9,11,&12)are not stocked.,The retailer lowest 2 SKUs are poor performers in the market.,联合利华商品管理,第31页,Ranging Recommendation,Wulin 1.2k Primary,LanPao Con 2Kg,Color Care Con 1.2k Primary,2.6%,1.6%,1.5%,+3.09m,+1.90m,+1.78m,Wulin Con 1 Kg Refill,Tide Con.39oz/42oz,0.4%,0.1%,(0.47m),(0.11m),+6.19m,Additional Annual Sales of$6.19m,5.3%increase on this year,5.46%Market Share,联合利华商品管理,第32页,Segment Promotion Review,(Frequency),Page 18 details the Promotion Frequency,Type and Price Point for the Retailer and his Competitors.,Note the difference in Frequency and Mix,联合利华商品管理,第33页,Promotion Frequency,4 4 8 36%,2 2 4 18%,2 2 4 18%,-,1 1 2 9%,-1 1 5%,1 -1 5%,-,-,1 1 2 9%,There is no“perfect”answer!Clearly the“mix”,needs adjusting to be competitive.Aligning,Brand Frequency to market share is a good start!,联合利华商品管理,第34页,Segment Promotion Review,(Price Point),Almost all promotion,price points are higher,than the competitors.,Page 19 outlines the,current Price Point,differential between,the Retailer and his,Competitors.,联合利华商品管理,第35页,Promotion Review Impact,In most cases,Price Elasticity and On-Sale Mix are not well understood.The recommendation is,ESTIMATE,the impact,and,MEASURE,the Actual,Result,for input to the next review.,联合利华商品管理,第36页,Segment Pricing Review,Page 20 details the current pricing for the Retailer,and his Competitors.,While the Retailer is competitive against Comp 1,(a high/low retailer),he is not competitive on shelf for the major components of the segment.,联合利华商品管理,第37页,ALL,prices now competitive,with,NO,margin loss!,联合利华商品管理,第38页,Shelf Placement Review,Programs such as“Spaceman”and“Apollo”assist greatly.,Key elements are,Balancing“Days of Supply”on shelf.,Using Minimum Facings Rules and Maximum DOS to recommend deletions.,Allocating any“spare”space to SKUs that support the Segment Strategy.,联合利华商品管理,第39页,Balance the Plan,Each Tactical Decision has produced a change in Sales&Profit.,Add up the value of each change and compare with the original targets in the Scorecard section.,Adjust the plans.,Agree with Management that the result is acceptable.,联合利华商品管理,第40页,Implementation.,Communicate the Objectives,Targets and Strategies to,EVERYONE,involved in implementation.,Set and,AGREE,implementation timing.,Do tests in-store for shelving changes.,Check,check,check that agreed actions happen!,联合利华商品管理,第41页,Review,After a reasonable period of time;,Check actual results against plan.,Analyze and understand variance to plan.,Start the process,AGAIN,by reworking the Category Assessment,and either confirming or revising the Category and Segment Targets.,REMEMBER:,Category Management is a,Process,NOT a task!,联合利华商品管理,第42页,Case Study Result,联合利华商品管理,第43页,联合利华商品管理,第44页,