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Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,无忧资源：,中国最大最全的资源下载网,教育新天地：中国最大的学习培训咨询平台,Category,Management,Understanding the consumer as key to success,Dionisio Seissus Garca,Ana Cludia Fioratti,ESOMAR, Mxico October 2004,1,Consumer Panel,Methodology,Cont,inuous Research that has the main objective to understand the same group of households,the spontaneous purchase behavior of consumers,.,Diary Purchases,of more than 70 mass consumption categories (Food, Household Cleaning, Personal Care and Non Alcoholic Beverages),2,Latin American Coverage,Coverage: 14 Countries,Sample: 25,000 HouseHolds,3,Category,Management,Analysis,4,Opportunities for manufactures and retailers permiting to,:,Identify the customers of a Chain A, evaluating in which other channels of distribution and supermarket chains they also do their purchases,Know the buyers loyalty level of a Chain A, searching for possible categories or product portfolios mixed business opportunities,Quantify the “lost business” of Chain A: Who the real competitor is at the consumer moment of deciding to purchase?,How much could be gained in sales, when a concrete marketing strategy is developed to recover the lost expense ?,Benefits of the tools presented,5,Phases of Category Management,6,10 million,100 million,40 million,Category Volume of the Chain: Chains market share,Category Volume in all channels of distribution,Category Volume made by the chainscustomers,10 million,Only a small proportion of the Chains consumers, buy the category at the same chain,Assessment of the Chains Sales Volume,1. Know the business volume, the chainss market share, and the customers of the especific chain,7,The loyalty is 25% then total potential is 30 million.,Loyalty of the Chains Sales Volume,2. Measure chain loyalty in determined category and the expense competitors loss,8,Which chains and channels of distribution are the “receivers” of Consumers Chain X lost expenses ?,5,10,15,20,20,30,Chain A,Chain B,Chain C,Chain,D,Chain,E,Others,Assessment of the lost expenses of Chain X (%),3. Expense analysis,75,25,Loyalty,Lost Expenses,9,Where does the Chain X stand at the moment? What should we focus on to attract more customers or keep the loyal current one?,HIGH POTENTIAL,LOW POTENTIAL,Many category buyers, who buy elsewhere.,Few category buyers, who buy elsewhere.,Many category buyers, buying at Chain X,Few category buyers, who however buy at Chain X.,OPPORTUNITIES,STRENGTHS,WEAKNESS,PROFIT/ GAINS,LOW LOYALTY,HIGH LOYALTY,4. Know the chain and competitors positioning,Market Potencial Evaluation,10,5. Measure the main factors which generate losses,It establishes whether theses losses are the results of sensitivity to prices, promotions and advertising activities, etc.,This analysis is based on time periods that have shown significant changes in the chain market share, when evaluating ones chain actions and competitors.,11,6. Know different customer gruops in the chain (targets),As the market is increasingly competitive it is clearly important to identify the customer groups which are contributing negatively for the chains results and focus ones aim on these specific consumers, attracting and making them loyal.,7. Make the correct decisions to keep and improve the chain market share, and work more closely with manufacturers to enhance better sales and profit results.,12,The Latin American Consumer:,Comparing the Argentinean, Brazilian And Chilean Analysis,Through the Consumer Panel information, the Category Management methodology is analized for:,Hair Care Category (Shampoo and Hair Conditioners),In Argentina, Brazil and Chile in a specific Chain, mentioned: Chain A,During the period between July 2003 and June 2004,Sample: 11,100 households,13,Relative importance of Personal Care between 9% - 10% of the FMCG total,Hair Care represent between 2% - 3% of the total, being of great relative importance in Chile,Different market share of Shampoo in Hair Care per Country: Brazil 46%; Argentina 35% and Chile 29%,1. General Diagnosis,Share of Market: FMCG, Personal Care and Hair Care (%Value),14,Argentina shows a smaller market share for Supermarkets,Brazil and in Chile more than 60% of purchases are done by this channel,1. General Diagnosis,Share of Market Distribuition Channels FMCG,(% Value),15,Great participation of pharmacies/ drugstores, direct Sales and door to door channel in all countries,1. General Diagnosis,Share of Market Distribuition Channels Personal Care,(% Value),16,A third part of purchases in these categories occurs out of the supermarket channel,In Argentina the importance of Traditional Channel is considerably high,Share of Market Distribuition Channels Hair Care,(% Value),1. General Diagnosis,17,Consumers buy Hair Care in Chain A:,42% in Argentina,27%,in Brazil,51% in Chile,2. Importance of Buyers at Chain A and Hair Care (%),18,3.,Lost Expenses and Loyalty Buyers of Chain A,Loyalty in Hair Care buyers of Chain A:,17% in Argentina,10% in,Brasil,27% in Chile,19,Traditional Channel and Pharmacies/ Drugstores represent almost 50% of lost expense in Hair Care. The most important supermarket competitor is Chain B, with only 8% of total expense,4.,Lost Expenses in Hair Care Buyers of Chain A,Argentina,20,31% of the lost expenses is out of Supermarkets; Pharmacies/ Drugstores, Department stores and door-to-door channels,4.,Lost Expenses in Hair Care Buyers of Chain A,Brasil,21,Competition is among different supermarkets chains.,34% of lost expense come from Chain B,4.,Lost Expenses in Hair Care Buyers of Chain A,Chile,22,The Chain A is placed with a few buyers of Hair Care, but the supply happens inside the chain. Good relative loyalty,5. Chain and Channels Positioning of Hair Cares Market,Potential and Loyalty Evaluation,Argentina,STRENGTHS,PROFIT/GAINS,OPPORTUNITIES,WEAKNESS,23,Low loyalty and low potential, Hair Care,purchase is done out of Chain A,5. Chain and Channels Positioning of Hair Cares Market,Potential and Loyalty Evaluation,Brasil,STRENGTHS,PROFIT/GAINS,OPPORTUNITIES,WEAKNESS,24,Similar position of Argentina, but,much closer in potential with their main competitors Chain B and Other Supermarkets,5. Chain and Channels Positioning of Hair Cares Market,Potential and Loyalty Evaluation,Chile,STRENGTHS,PROFIT/GAINS,OPPORTUNITIES,WEAKNESS,25,6. Lost Expenses Distribution of Chain A among Hair Cares buyers and non buyers,Brazil opportunity in buyer of Chain A and non buyer Hair Care which concentrate 76% of lost expense is 19,1% of households,26,7. Social Economic, demographic Pro Life Style of Chain A buyers,Argentina,Greater concentration of middle class people,Housewifes,who bought Hair Care in the chain are younger than those who didnt buy,Most households didnt buy Hair Care in the chain without children,27,7. Social Economic, demographic Pro Life Style of Chain A buyers,Brazil,Buyer not bought Hair Care in Chain A:,Higher Low Level,Households without children,28,Two different groups of buyers:,Buyers not bought Hair Care in Chain A,: lower social-economic lever, older housewives, with children, housewives seeking for balanced between quality and price,Buyers bought Hair Care in Chain A,: higher social-economic lever, younger housewives, indifferent purchase style,7. Social Economic, demographic Pro Life Style of Chain A buyers,Chile,29,Objective,Continuous,Comparative Results (periods and countries),Microanalysis (one category) and,Macroanalysis,(group of categories),Easy,Advantages of Category Management,from Consumer Panel,30,31,
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