资源描述
-,*,-,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,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,Profitable growth through partnership in Category Management,MUC-0203-92299-02-01,低价转让,:,超低价转让,3800,元买回的管理咨询资料,有兴趣的朋友请联系,.,mail: mengyingmy2001,qq: 282148179,2,“咨询全案资料完整版”,与市面上流行的零散的几百元的一些所谓咨询报告,PPT,文件绝不相同,与其他出售资料书籍，网上下载的绝不相同,!,此次开放的“咨询全案资料”包括麦肯锡、波士顿、毕博、罗兰贝格、埃森哲等国际知名,咨询公司和北大纵横、新华信、远卓、汉普等优秀的本土咨询公司,2000,年至,2004,年期间的咨询,项目资料及相关方法、工具及成果。,“咨询全案资料”中含有咨询项目过程性文件和完整的提交文件，相信这些资料不论对于您本,人还是贵公司都有很好的参考价值和借鉴意义。,对于咨询人士来说，“咨询全案资料”更是撰写项目建议书、编制咨询报告、建立行业知识库、,建立公司自身方法体系、咨询项目接单及过程管理等活动的有效支持工具。,“咨询全案资料”列表请查阅附件。,为确保您放心购买，您可以提前验证资料的真实性和价值性。您可以向我们索取资料详尽目录，,在目录里任选两份文档，告诉我们这两份文档的标题，我们会通过,email,或,QQ,传给您，方便您进行,资料品质的校验。,3,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?,MUC-0203-92299-02-01,A.Background information about Safeway, Scottish Courage and the UK beer market,MUC-0203-92299-02-01,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,MUC-0203-92299-02-01,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,MUC-0203-92299-02-01,DUMMY: Safeway relative position on beer is now strong,MUC-0203-92299-02-01,DUMMY: Corporate Structure,MUC-0203-92299-02-01,DUMMY: Key facts,MUC-0203-92299-02-01,DUMMY: Split of channels, Key brands,MUC-0203-92299-02-01,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 Brands 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,MUC-0203-92299-02-01,DUMMY: Long-term on & off trade forecast,MUC-0203-92299-02-01,Though growing rapidly, Britains 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,MUC-0203-92299-02-01,DUMMY: Long-term of trade share of beer,MUC-0203-92299-02-01,DUMMY: Main differences between Germany and UK,MUC-0203-92299-02-01,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,MUC-0203-92299-02-01,B.What were our market objectives?,MUC-0203-92299-02-01,DUMMY: The Beer Category Management Project was part of Safeways wider Category Management initiative,MUC-0203-92299-02-01,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 Liqurpanel May 1998,MUC-0203-92299-02-01,!,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,MUC-0203-92299-02-01,DUMMY: Selecting a supplier to ? with an new Category Management Project was .,MUC-0203-92299-02-01,DUMMY: Three supplies were characterized to be .,MUC-0203-92299-02-01,DUMMY: Scottish courage was chosen based on a number of clear facts,MUC-0203-92299-02-01,DUMMY: Results and relationships,MUC-0203-92299-02-01,DUMMY: Can catman grow the cake,MUC-0203-92299-02-01,C.What did we do together to reach our targets?,MUC-0203-92299-02-01,DUMMY: Safeway - Scottish Courage Brands Category Management Team,MUC-0203-92299-02-01,DUMMY,MUC-0203-92299-02-01,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,MUC-0203-92299-02-01,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,MUC-0203-92299-02-01,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,MUC-0203-92299-02-01,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.Safeways relative position still weak,3.Large brewers can support beers as a preferred category,MUC-0203-92299-02-01,DUMMY: Category assessment shows an 47m oppor-tunity in beer by attaining fair share,MUC-0203-92299-02-01,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,MUC-0203-92299-02-01,% spend from,16-44s,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,MUC-0203-92299-02-01,5,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,MUC-0203-92299-02-01,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,MUC-0203-92299-02-01,DUMMY: Explanation of marketing strategies,MUC-0203-92299-02-01,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,MUC-0203-92299-02-01,DUMMY: Overview factical areas,MUC-0203-92299-02-01,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,MUC-0203-92299-02-01,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,MUC-0203-92299-02-01,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,MUC-0203-92299-02-01,DUMMY: Photos of before/after,Photos of chiller,MUC-0203-92299-02-01,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,MUC-0203-92299-02-01,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,MUC-0203-92299-02-01,D.What are our key learnings?,MUC-0203-92299-02-01,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,MUC-0203-92299-02-01,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,MUC-0203-92299-02-01,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,Dont,MUC-0203-92299-02-01,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,MUC-0203-92299-02-01,MUC-0203-92299-02-01,E.What are our next steps?,MUC-0203-92299-02-01,DUMMY:,MUC-0203-92299-02-01,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,MUC-0203-92299-02-01,rb addresses,ARGENTINA,Roland Berger y Asociados S.A.,International Management Consultants,Tte. Gral. J.D. Peron 346 - Piso 5,1038,Buenos Aires,Phone+54-11-43 42 14 98,Fax+54-11-43 45 57 58,AUSTRIA,Roland Berger & Partner Ges.m.b.H,International Management Consultants,Freyung 3/2/10,A-1010,Vienna,Phone+43-1-5 36 02 0,Fax+43-1-5 36 02 60,BELGIUM,Roland Berger,International Management Consultants S.A.,100, Boulevard du Souverain,B-1170,Brussels,Phone+32-2-6 79 01 70,Fax+32-2-6 72 92 22 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+55-11-51 81 83 66,Fax+55-11-51 81 69 19,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+86-10-65 05 21 96,Fax+86-10-65 05 54 84,72 Xing Guo Road,3F Business Building,Shanghai,200052 , P.R.C.,Phone+86-21-62 12 64 11,Fax/Phone+86-21-62 12 74 71,CZECH REPUBLIC,Roland Berger & Partner GmbH,International Management Consultants,Vsehrdova 2/ 560,CS-110 00,Prague,1 - Mal Strana,Phone+420-2-57 31 11 61,Fax+420-2-57 31 11 63,FRANCE,Roland Berger & Partner GmbH,International Management Consultants,16, avenue George V,F-75008,Paris,Phone+33-1-53 67 03 20,Fax+33-1-53 67 03 75,GERMANY,Roland Berger & Partner GmbH,International Management Consultants,Alt Moabit 101b,D-10559,Berlin,Phone+49-30-3 99 27 50,Fax+49-30-3 99 27 30 3,Georg-Glock-Strae 3,D-40474,Dsseldorf,Phone+49-211-4 38 90 1,Fax+49-211-4 38 91 40,Bockenheimer Landstrae 42,D-60323,Frankfurt,Phone+49-69-17 00 30,Fax+49-69-17 00 35 02,Stadthausbrcke 7,D-20355,Hamburg,Phone+49-40-37 63 10,Fax+49-40-37 63 11 02,Arabellastr. 33,D-81925,Munich,Phone+49-89-9 22 30,Fax+49-89-9 22 32 02,Lffelstrae 40,D-70597,Stuttgart,Phone+49-711-7 67 30,Fax+49-711-7 67 34 01,GREAT BRITAIN,Roland Berger & Partners Ltd.,International Management Consultants,12 Stratford Place,GB-,London,W1N 9AF,Phone+44-171-2 90 48 00,Fax+44-171-4 99 99 38,HUNGARY,Roland Berger & Partner Kft.,International Management Consultants,Andrssy t 64,H-1062,Budapest,Phone+36-1-3 53 02 29,Fax+36-1-3 53 24 34,INDIA,Roland Berger,International Management Consultants,Pvt. Ltd.,Hyatt Regency Hotel, Suite No. 423,Bhikaji Cama Place, Ring Road,Delhi,- 110 066,Phone+91-11-6 10 94 12 or 6 10 92 48,Fax+91-11-6 10 93 95,ITALY,Roland Berger & Partner S.R.L.,International Management Consultants,Via Sirtori, 32,I-20129,Milan,Phone+39-02-29 50 11,Fax+39-02-29 52 48 37,Via Ludovisi, 35,I-00187,Rome,Phone+39-06-48 82 11 9,Fax+39-06-48 91 94 83,JAPAN,Roland Berger & Partner Ltd.,International Management Consultants,ARK Mori Building 22nd Floor,1-12-32, Akasaka,Minato-ku,Tokyo,107-6022,Phone+81-3-35 87 66 60,Fax+81-3-35 87 66 70,LATVIA,Roland Berger & Partner GmbH,International Management Consultants,Basteja Blvd. 12,LV-1050,Riga,Phone+371-7 21 20 68,Fax+371-7 21 69 38,MALAYSIA,Roland Berger & Partner SDN. BHD.,International Management Consultants,Letter Box 81, Level 17 Menara IMC,No 8 Jalan Sultan Ismail,50250,Kuala Lumpur,Phone+60-3-2 06 57 13,Fax+60-3-2 06 57 14,PORTUGAL,Roland Berger & Partner Lda.,International Management Consultants,Edificio Monumental,Av. Fontes Pereira de Melo, 51-4 E,P-1050,Lisbon,Phone+351-1-3 52 43 61/2/3/4,Fax+351-1-3 52 43 60,ROMANIA,Roland Berger & Partner SRL,International Management Consultants,Str. Emanoil Porumbaru 10, Sect. 1,RO-71263,Bucharest,Phone+40-1-2 22 19 05,Fax+40-1-2 22 62 71,RUSSIA,Roland Berger & Partner GmbH,International Management Consultants,1. Tverskaja - Jamskaja ul. 23,RF-125047,Moscow,Phone+7-095-7 21 19 51,Fax+7-095-7 21 19 54,SPAIN,Roland Berger S.A.,International Management Consultants,Avda. Diagonal, 657, 3rd Floor,E-,Barcelona,08029,Phone+34-93-4 94 74 40,Fax+34-93-4 94 74 20,Paseo de la Castellana, 140, 3rd Floor,E-,Madrid,28046,Phone+34-91-5 64 73 61,Fax+34-91-5 64 72 75,SWITZERLAND,Roland Berger AG,International Management Consultants,Dufourstr. 56,CH-8008,Zurich,Phone+41-1-2 67 41 11,Fax+41-1-2 67 41 19,UKRAINE,Roland Berger & Partner GmbH,International Management Consultants,23 Shota Rustaveli Str., Apt. 10,252023,Kiev,Phone+380-2 27 09 83,Fax+380-44-2 46 78 54,USA,Roland Berger & Partner, LLC,International Management Consultants,100 West Big Beaver Road, Suite 200,Troy, MI 48084,Phone+1-248-6 80 67 30,Fax+1-248-6 80 67 31,90, Park Avenue, Suite 1600,New York, N.Y. 10016,Phone+1-212-9 84 10 97,Fax+1-212-3 51 50 66,MUC-0203-92299-02-01,
展开阅读全文