罗兰贝格蓝带啤酒业务通过伙伴分类管理获得利润增长.ppt

-,*,-,Klicken Sie,um das Format des Titel-Masters zu bearbeiten.,Klicken Sie,um die Textformatierung des Masters zu bearbeiten.,Ebene 1,Ebene 2,Ebene 3,MUC-0203-92299-02-01,可编辑,Roland Berger&Partner GmbH,International Management Consultants,Barcelona,Beijing,Berlin,Brussels,Bucharest,Budapest,Buenos Aires,Delhi,Detroit,D,sseldorf,Frankfurt,Hamburg,Kiev,Kuala Lumpur,Lisbon,London,Madrid,Milan,Moscow,Munich,New York,Paris,Prague,Riga,Rome,S,o Paulo,Shanghai,Stuttgart,Tokyo,Vienna,Zurich,Profitable growth through partnership in Category Management,Speech held byMunich,November 19,th,1999,可编辑,ContentPage,A.Background information about Safeway,Scottish?Courage and the UK beer market,B.What were our market objectives?,C.What did we do together to reach our targets?,D.What are our key learnings?,E.What are our next steps?,可编辑,A.Background information about Safeway,Scottish Courage and the UK beer market,可编辑,Safeway is one of the major supermarkets in the UK,Turnover:,8.10 bn,Profit:,357 m,Stores:,490,Average Size:,21,000sqft,Average weekly customer count:,6 million,可编辑,The grocery market in the UK is highly concentrated with the top 5 players accounting for nearly 70%,Market-Share,Year to Sept.1999,21.2,17.6,12.9,9.2,8.3,%-Share,可编辑,DUMMY:Safeway relative position on beer is now strong,可编辑,DUMMY:Corporate Structure,可编辑,DUMMY:Key facts,可编辑,DUMMY:Split of channels,Key brands,可编辑,The total brand portfolio is large,but concentrated in the hands of a few owners,Own label 8.9%,Scottish,Courage,22.4%,Bass 16.5%,Carlsberg Tetley 9.0%,Guinness 5.2%,Other 18.2%,Whitbread,19.8%,Source:Nielsen Retail Audit,AC Nielsen,Market share(multiple grocers),Top 5 Brand,s share by market,Detergents,Instant Coffee,Cat Food,Tea,Butter,spread,Yogurts,Snack Products,Cereals,Beer,73,70,64,52,46,42,35,33,17,可编辑,DUMMY:Long-term on&off trade forecast,可编辑,Though growing rapidly,Britain,s take home share is less than half of other countries,Take home beer as a percentage of total beer sales,USA,70%,Germany,65%,France,61%,UK,29%,Source:Canadean 1998,可编辑,DUMMY:Long-term of trade share of beer,可编辑,DUMMY:Main differences between Germany and UK,可编辑,Within the Take Home sector off licenses are still a significant channel,Multiple grocers share of the beer channel has shown no long term growth since 1995,Multiple specialists are defending their business base as seen in recent merger activity,Understanding customer motivations by channel and store type will be vital in order for multiple grocers to successfully steal market share in future,Market situation,%value share by channel,93,94,95,96,97,Multiple,Grocers,Co-op,Multiple Specialists,Independents,Source:AC Nielsen,Dec 97,44.0,5.3,21.7,29.0,48.1,5.3,21.3,25.9,48.2,5.3,21.2,26.0,48.2,5.3,21.5,26.3,48.6,5.3,21.2,25.6,可编辑,B.What were our market objectives?,可编辑,DUMMY:The Beer Category Management Project was part of Safeways wider Category Management initiative,可编辑,Safeway wanted to improve its weak position in the market,%Share in Beer Indexed on Packaged Groceries Share(BDI),-13,-14,6,6,19,21,-6,-6,-7,-11,Sainsbury,Safeway,Somerfield,Asda,Tesco,52w/e May 04 97,52w/e May 03 98,Source:AGB Liqu,rpanel May 1998,可编辑,!,Premium bottles were identified as the main opportunity,Indexed top 5 lager share vs.grocery share,Tesco,Sainsbury,Asda,Somerfield,Safeway,Total lager(66%),Source:AGB,Stubbies(15%),Premium Bottles(9%),Premium Cans(14%),6,-14,21,-6,-12,6,-14,20,-58,17,21,-21,18,-24,-17,10,-14,32,8,-40,Most important lever to improve profitability,可编辑,DUMMY:Selecting a supplier to?with an new Category Management Project was.,可编辑,DUMMY:Three supplies were characterized to be.,可编辑,DUMMY:Scottish courage was chosen based on a number of clear facts,可编辑,DUMMY:Results and relationships,可编辑,DUMMY:Can catman grow the cake,可编辑,C.What did we do together to reach our targets?,可编辑,DUMMY:Safeway-Scottish Courage Brands Category Management Team,可编辑,DUMMY,可编辑,Consumer understanding has helped us come to an agreement on the category definition,Lager,Ale,Stout,Cider,Alcopops,Wines,Spirits,Soft Drinks,NARROW,BROAD,Scope of project,Category definition,2024/12/10 周二,29,可编辑,We have identified the key segments in the consumer decision tree,Category,Sub-,category,Subsegment,Draught Bitter,11%,Bitter,12%,Real Ale Bottles,6%,Standard lager,19%,Super-strength lager,2%,Stubbies,15%,No/low alcohol,0%,Value lager,4%,Premium lager,26%,Standard Draught Bitter,8%,Premium Draught Bitter,3%,Ice lager,3%,Premium canned lager,14%,Premium bottled lager,9%,Bitter/Ale,29%,1),Stout,5%,Lager,66%,Beer,Segments,1)%Safeway turnover for the segment as a%of total beer,Forecast,Value of Beer category in Safeway,152 m,可编辑,Main changes in our view of the category,We added additional segments such as draft bitter,stubbies and ice lager,We moved from an industry-led to a consumer-driven definition,Not the alcohol content,but more the drinking occasion was considered,We changed the description of our segments to the customers language,可编辑,We decided to make beers a,“,preferred category,”,Evidence from quantitative Cross-category analysis,Evidence from qualitative analysis,Category Role,PREFFERED,1.Medium to high market growth,2.Middle to low target consumer penetration,3.High total spend,4.High cash profit within Safeway,1.Low take-home share offers long-term opportunities,2.Safeway,s relative position still weak,3.Large brewers can support beers as a preferred category,可编辑,DUMMY:Category assessment shows an,47m oppor-tunity in beer by attaining fair share,可编辑,The main issues identified the basis for the tactical decisions,Issue,Penetration,Weight of purchase,Increase loyalty,Drive profitability,Action,Traffic building promotional activities,Increase visibility of the aisle,Multi siting for secondary shoppers,Focus on lager packs,Trade shoppers from standard to premium products,Long-term activities to make purchasing larger packs easier,Combat the specialists through chilled beer,Promotional mechanics to reduce the need for top-up purchases,Trade shoppers from standard to premium and from small to large packs,Increase price on Real Ales,可编辑,%spend from,16-44,s,Safeway is in an ideal position to take advantage of the growing premium lager sector,Down market,&young,Down market&old,%spend from ABC1s,Up market&old,Value lager,Cider,Premium ice lager,Premium bottled lager,Super,strength,lager,Stout,Standard Widget ale,Bottled ale,Asda,Sainsbury,Premium widget,Stubbies,Source:AGB Superpanel,52 w/e 4th May 1998,Standard lager,Somer-,field,Up market,&young,Tesco,Safeway,Premium canned lager,Total Beer,可编辑,5,Premium lager was identified as the biggest opportunity for Safeway,Market share Gap Quadrant,Market share%,Market,growth%,Standard,Cheap,Super strength,Premium,Stubbies,Top 5 fair Share=15.1%,-10,10,20,30,40,50,10,20,15,可编辑,The aim was to gain Fair Share by 2000,Conclusion:Category Performances Measures,Customer,Forecast,1998/99,Objective,1999/00,Objective,2000/01,Loyalty,Closure rate,Average weightof purchase,46.1,7.7,49.7,7.7,52.8,7.7,5.47,5.74,6.03,Financial,Forecast,1998/99,Objective,1999/00,Objective,2000/01,Sales growth(LFL),114,116,115,Market,Forecast,1998/99,Objective,1999/00,Objective,2000/01,Market share-Top 5,Indexed sharevs.best of top 5,88,94,100,13.3%,14.2%,15.1%,In-store out-of-stock,Average depot stock cover,(days),13.0,9.0,4.4,23.1,16.8,14.0,Productivity,Forecast,1998/99,Objective,1999/00,Objective,2000/01,可编辑,DUMMY:Explanation of marketing strategies,可编辑,We have assigned all the sectors and products to distinct marketing strategies,Example:Transaction Building,Products,Main tactical directions,Lager,Bitter/Ale,Stout,Standard stubbies,Standard lager,except Top 3 brands,Premium bottled lager,6+packs,Premium cans,Standard draught bitter,except Top 2 brands,Premium draught bitter,8+packs,Bitter,except top brands,Allocate more space to larger pack sizes,Replace 4 pack with 6 pack(with early incentives),Feature POS on large pack sizes,Improved trolley design to aid transport of large packs,Bar coded coupons on largest packs,可编辑,DUMMY:Overview factical areas,可编辑,Main changes in our range,On lager,we reduced regionally from 11 TU region to 2 thereby reducing complexity,We increased the number of large multi-packs to increase transaction size,We introduced more frequent changes on real ale,We maintained the brand differences between Scotland,England and Wales,可编辑,Major changes on pricing,We increased the average price of high-loyalty brands(esp.real ale),We matched competition on price-sensitive brands(esp.standard lager and bitter),Since the project,the category has suffered deflation,despite the tax increases(Index,EDLP environment)which forces us to update continuously,可编辑,Major changes on merchandising,Flow changed recording to consumer decision tree,Brand blocking,More space to premium and multi-packs,Niche-gondola hot spots,Introduction of chillers,可编辑,DUMMY:Photos of before/after,Photos of chiller,可编辑,Major changes on pricing,We decided to try promotion mechanics in order to increase weight of purchase,Due to fundamental changes in the market(e.g.emergence of Wal Mart)beer is used as a store traffic builder,可编辑,Category implementation approach,We tested the new plan in four stores(2 in England,2 in Scotland),Trial stores outperformed control stores by 3%in turnover and 6%in profit,We successfully traded people into more premium lagers,We increased both penetration and average spend in comparison to vs.control stores,Premium lager was most successful of all segments(20%above control stores),which was in line with our targets,可编辑,D.What are our key learnings?,可编辑,The Beer Category Management project had a number of key successes,1.Creation of a business plan and trial in a record breaking 4 months,2.Safeway and Scotish-Courage working together as a single team,3.Radical change in trial stores achieved through Busting Barriers,4.Identification of Key activities to take from trial into roll out,可编辑,Our work together has identified a number of things(1),Do,Dont,Have a clear objective for the project,Focus on the Big wins,Drive out action that is customer focussed,Work as one team,Look for joint wins,Continue to reanalyse?motivation?,Maintain hidden agendas,可编辑,Our work together has identified a number of things(2),Manage internal expectations(long term vs.short term),Budget effectively,Deploy sufficient resources and expertise,Relevant data sharing both parties,?Formidable wider teams?,?Remain important?,Loose sight of objectives vs.process,Underestimate workload,Misuse trust and confidence,Do,Don,t,可编辑,The soft factors are probably as important as the hard benefits,Winning the 50/50s,Exposure to broader teams,Seeing your business through customer eyes,Quicker decisions/reaction in bureaucracy,Have fun together,可编辑,可编辑,E.What are our next steps?,可编辑,DUMMY:,可编辑,Next challenges,Review of our business plan to reflect the fundamental changes in the marketplace,Identify key levers to achieve profitable growth in this environment,Work on integration of supply-chain issues to reduce stock holding and to improve forecasting,可编辑,rb addresses,ARGENTINA,Roland Berger y Asociados S.A.,International Management Consultants,Tte.Gral.J.D.Peron 346-Piso 5,1038,Buenos Aires,Phone[phone],Fax[phone],AUSTRIA,Roland Berger&Partner Ges.m.b.H,International Management Consultants,Freyung 3/2/10,A-1010,Vienna,Phone[phone],Fax[phone],BELGIUM,Roland Berger,International Management Consultants S.A.,100,Boulevard du Souverain,B-1170,Brussels,Phone[phone],Fax[phone] or 51 81 25 01,BRAZIL,Roland Berger&Partners S/C Ltda.,Rua Alexandre Dumas,2220-5 andar,04717-004,So Paulo,/S.P.,Phone[phone],Fax[phone],CHINA,Roland Berger(Shanghai),International Management Consultants Ltd.,China World Trade Center,914-916 China World Tower,No.1 Jianguomenwai Avenue,Beijing,100004,P.R.C.,Phone[phone],Fax[phone],72 Xing Guo Road,3F Business Building,Shanghai,200052,P.R.C.,Phone[phone],Fax/Phone[phone],CZECH 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