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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,CaseStudyAgenda,Objectivesof the Case Study,Category ManagementModel,Workthrough the CatManProcess,(Scorecard&Tactics),Writea Category Plan,Objectivesof the Case Study,Understand the CategoryManagement Model.,Understand the linkage between the StepsintheModel byworkingthroughCatManProcess.,Understand PracticalApplicationofCategoryManagementby Agreeinga Category Plan.,ThisCase Study,Is the InternationalProcess.,Is basedonrealSKU,s and market,but Datadetail is changed for confidentiality.,Shelving,Role,Definition,Assesment,Scorecard,Strategies,Tactics,Implementation,Review,Assortment,Pricing,Promotion,International Category Management Model,HandoutMaterial-Pages3&4,CategoryDefinition,CategoryRole,(These are generallyagreedby Supplier&Retailer management inadvance.),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,CategoryDefinition&Structure,Fabric Care,Fabrics,Care,FabricsCleanser,Fabrics-,Conditioner,Bleach,Pretreater,MainWash,DelicateWash,Rinse Softener,Ironing,Aids,Normal,Color,Cleanser,Conventional,Concentrate,Heavy Duty Liquid,Light Duty Liquid,CaseStudy,Focus-FabricsConcentrate,Signature/Destination,Priority,Basic/Routine,Occasional/Seasonal,Fill-in/Convenience,CategoryRole?,TheCategoryisPrioritybecauseofitsimportanceto Sales,and,Profit,plusits competitive importance.,Signature/Destination,Priority,Basic/Routine,Occasional/Seasonal,Fill-in/Convenience,CategoryRole,MostCategoriesareBasic orPriority.VeryfewareSignature because ofthehigh investmentcost tomaintain that position.,(SeePage 4fora detailed description of“priority”).,10%,25%,50%,5%,10%,Signature/Destination,Priority,Basic/Routine,Occasional/Seasonal,Fill-in/Convenience,CategoryRole,CategoryAssessment,Whatisthecurrentperformanceof the CategoryandSegments?,HowdoestheperformancecomparetotheMarket?,WhataretheOpportunities for Improvement?,LossofShare,Worse than Total,RetailerSales,Profit Maintained,CategoryAssessment(Page 5),Under-performingSegments,CategorySegmentAssessment(Sales),Clear OpportunitiesforImprovement,CategorySegmentAssessment(Profit),Winners(HH),Sleepers(HL),OpportunityGaps(LH),Questionable(LL),SizeofBubble equals Size of Segment,Onlyoneclear“Winner”segment,(andits small).,CategoryAssessment(Retailer Performance in Market),but,Clearopportunities toIncrease Sales!,OpportunityGaps(LH),Winners(HH),Sleepers(HL),Questionable(LL),CategoryAssessment(Four Largest Segments),CategoryScorecard,Whataretheoverall,“,“Top Line”targetsfortheCategory?,These must be discussedandagreed withtheSenior Management.,$448.6m,5.3%,$35.0m,7.8%,Thisis16.5%growth,but this Retailerwants,Growth&MarketShare.,Overall Management Goal for the Category,CategoryScorecard(Page8),Repeat the exerciseforeachSegment.,$120.0m,5.3%,$4.9m,4.1%,Should we try and retainshare in Segments withmore,than,“,“Fair Share,”,”?,DEFINITELY YES!,Butnotat the expense of Margin!,SegmentScorecard(Page9),CategoryStrategies,(Page 11),We assign differentStrategies to each Segment,to ensure wehave abalancedBusiness Plan.,CategoryStrategies,(Page 11),We use adifferent mix of Strategies,foreachCategory Role.,Balanced Profit.,Assign Strategies toSegments.,(Page 12),Segmentswith high shares are used for Profit,Generation.,HighUnit priceand,“,“RelatedSale”segments,areusedforTransactionBuilding.,CategoryTactics.,Based ontheRole,ScorecardandtheStrategies,wenowconfirmtheTacticsto use in each area;,Ranging,Pricing,Promotion,Shelving,RangingTactics,As aPRIORITY Category,we should stocka,BROAD RANGE,of SKUs.,PricingTactics,As aPRIORITY Category,we should adopt,STRONGLYCOMPETITIVE,pricing.,ShelvingTactics,As aPRIORITY Category,we should adopt,QUALITY,location,with aslightly higher,thanaveragespace allocation.,Promotion Tactics,As aPRIORITY Category,we should,BUILD,sales volumes,using MajorBrands and SKUs.,Strategic Summary,Page 15in thehandout summarises what isagreedso far.,This isthe Blueprintfor managingthe Category.,This isthe referencefor ALL actions anddecisions as we workthroughthe operational detail of the Plan.,SegmentRanging Review,(Concentrates),Page 16details the SKUs availablein themarket,whatis stocked inthe Retailerschannel,the Retailer,and his Competitors.,Note that Competitor1 has 19 SKUs.,Is thistoo broad?,How much of the market is covered by the existing14 SKU,s?,SegmentRanging Review,(Concentrates),Page 17ranksthe SKU,s by sales share forcomparison between the Retailer and the Market average.,Note that 15 SKUs covers 95%of the market.,3 SKUs,(9,11,&12)are notstocked.,The retailerlowest2 SKUsare poor performersin themarket.,RangingRecommendation,Wulin 1.2k Prim
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