联合利新华产品管理流程(-)英文版课件

Modern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgeCategory Management Case StudyBased on ECR Taiwan Category Management Pilot ProjectModern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgeCase Study AgendaObjectives of the Case Study Category Management ModelWork through the Cat Man Process,(Scorecard&Tactics)Write a Category PlanModern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgeObjectives of the Case StudyUnderstand 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.Modern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgeThis Case StudyIs the International Process.Is based on real SKUs and market,but Data detail is changed for confidentiality.Modern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgeShelvingRoleDefinitionAssesmentScorecardStrategiesTacticsImplementation ReviewAssortmentPricingPromotionInternational Category Management ModelModern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgeHandout Material-Pages 3&4Category DefinitionCategory Role(These are generally agreed by Supplier&Retailer management in advance.)Modern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgePretreaterCleanserFabricsCareFabrics CleanserFabrics-ConditionerBleachMain WashDelicate WashRinse SoftenerIroningAidsNormalColorConventionalConcentrateHeavy Duty LiquidLight Duty LiquidCategory Definition&StructureFabric CareModern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgeFabricsCareFabrics CleanserFabrics-ConditionerBleachPretreaterMain WashDelicate WashRinse SoftenerIroningAidsNormalColorCleanserConventionalConcentrateHeavy Duty LiquidLight Duty LiquidCase Study Focus-Fabrics ConcentrateModern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgeThe Category is Priority because of its importance to Sales and Profit,plus its competitive importance.Signature/DestinationPriority Basic/RoutineOccasional/SeasonalFill-in/ConvenienceCategory RoleModern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgeCategory AssessmentWhat is the current performance of the Category and Segments?How does the performance compare to the Market?What are the Opportunities for Improvement?Modern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgeLoss of ShareWorse than TotalRetailer SalesProfit MaintainedCategory Assessment(Page 5)Modern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgeUnder-performing SegmentsCategory Segment Assessment(Sales)Modern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgeClear Opportunities for ImprovementCategory Segment Assessment(Profit)Modern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgeWinners(HH)Sleepers(HL)Opportunity Gaps (LH)Questionable(LL)Size of Bubble equals Size of SegmentOnly one clear“Winner”segment,(and its small).Category Assessment(Retailer Performance in Market)Modern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.Langridgebut,Clear opportunities to Increase Sales!Opportunity Gaps (LH)Winners(HH)Sleepers(HL)Questionable(LL)Category Assessment(Four Largest Segments)Modern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgeCategory ScorecardWhat are the overall“Top Line”targets for the Category?These must be discussed and agreed with the Senior Management.Modern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.Langridge$448.6m5.3%$35.0m7.8%This is 16.5%growth,but this Retailer wantsGrowth&Market Share.Overall Management Goal for the CategoryCategory Scorecard(Page 8)Modern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgeRepeat the exercise for each Segment.$120.0m5.3%$4.9m4.1%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)Modern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgeCategory Strategies(Page 11)We assign different Strategies to each Segment to ensure we have a balanced Business Plan.Modern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgeCategory Strategies(Page 11)We use a different mix of Strategies,for each Category Role.Balanced Profit.Modern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgeAssign 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.Modern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgeCategory Tactics.Based on the Role,Scorecard and the Strategies,we now confirm the Tactics to use in each area;nRangingnPricingnPromotionnShelvingModern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgeRanging TacticsAs a PRIORITY Category,we should stock a BROAD RANGE of SKUs.Modern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgePricing TacticsAs a PRIORITY Category,we should adopt STRONGLY COMPETITIVE pricing.Modern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgeShelving TacticsAs a PRIORITY Category,we should adopt QUALITY location,with a slightly higher than average space allocation.Modern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgePromotion TacticsAs a PRIORITY Category,we should BUILD sales volumes,using Major Brands and SKUs.Modern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgeStrategic SummaryPage 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.Modern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgeSegment 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?Modern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgeSegment 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.Modern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgeRanging RecommendationWulin 1.2k PrimaryLanPao Con 2KgColor Care Con 1.2k Primary2.6%1.6%1.5%+3.09m+1.90m+1.78mWulin Con 1 Kg RefillTide Con.39oz/42oz0.4%0.1%(0.47m)(0.11m)+6.19mAdditional Annual Sales of$6.19m,5.3%increase on this year,5.46%Market ShareModern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgeSegment 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 MixModern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgePromotion Frequency4 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!Modern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgeSegment Promotion Review(Price Point)Almost all promotion price points are higherthan the competitors.Page 19 outlines thecurrent Price Point differential between the Retailer and his Competitors.Modern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgePromotion Review ImpactIn 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.Modern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgeSegment Pricing ReviewPage 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.Modern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgeALL prices now competitive,with NO margin loss!Modern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgeShelf Placement ReviewPrograms such as“Spaceman”and“Apollo”assist greatly.Key elements arenBalancing“Days of Supply”on shelf.nUsing Minimum Facings Rules and Maximum DOS to recommend deletions.nAllocating any“spare”space to SKUs that support the Segment Strategy.Modern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgeBalance the PlanEach 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.Modern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgeImplementation.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!Modern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgeReviewAfter a reasonable period of time;nCheck actual results against plan.nAnalyze and understand variance to plan.nStart 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!Modern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.LangridgeCase Study ResultModern TradeAcademy Unilever Modern Trade Academy(EAP&CBG)2001 Ref:A.P.Langridge