啤酒业务通过伙伴分类管理获得利润增长

ProfitablegrowththroughpartnershipinCategoryManagement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.qq:2821481792“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、汉普等优秀的外乡咨询公司2000年至2004年期间的咨询工程资料及相关方法、工具及成果。“咨询全案资料〞中含有咨询工程过程性文件和完整的提交文件，相信这些资料不管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〞更是撰写工程建议书、编制咨询报告、建立行业知识库、建立公司自身方法体系、咨询工程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。为确保您放心购置，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。3Content PageA. BackgroundinformationaboutSafeway,Scottish ??

CourageandtheUKbeermarketB. Whatwereourmarketobjectives? ??C. Whatdidwedotogethertoreachourtargets? ??D. Whatareourkeylearnings? ??E. Whatareournextsteps? ??A.

BackgroundinformationaboutSafeway,ScottishCourageandtheUKbeermarketSafewayisoneofthemajorsupermarketsintheUKTurnover: £8.10bnProfit: £357mStores: 490AverageSize: 21,000sqftAverageweeklycustomercount: 6millionThegrocerymarketintheUKishighlyconcentratedwiththetop5playersaccountingfornearly70%Market-Share–YeartoSept.199921.217.6%-ShareDUMMY:SafewayrelativepositiononbeerisnowstrongDUMMY:CorporateStructureDUMMY:KeyfactsDUMMY:Splitofchannels,KeybrandsThetotalbrandportfolioislarge,butconcentratedinthehandsofafewownersOwnlabel8.9%ScottishCourage22.4%Bass16.5%CarlsbergTetley9.0%Guinness5.2%Other18.2%Whitbread19.8%Source:NielsenRetailAudit,ACNielsenMarketshare(multiplegrocers)Top5Brand’ssharebymarketDetergentsInstantCoffeeCatFoodTeaButter,spreadYogurtsSnackProductsCerealsBeer737064524642353317DUMMY:Long-termon&offtradeforecastThoughgrowingrapidly,Britain´stakehomeshareislessthanhalfofothercountriesTakehomebeerasapercentageoftotalbeersalesUSA70%Germany65%France61%UK29%Source:Canadean1998DUMMY:Long-termoftradeshareofbeerDUMMY:MaindifferencesbetweenGermanyandUKWithintheTakeHomesectorofflicensesarestillasignificantchannelMultiplegrocersshareofthebeerchannelhasshownnolongtermgrowthsince1995MultiplespecialistsaredefendingtheirbusinessbaseasseeninrecentmergeractivityUnderstandingcustomermotivationsbychannelandstoretypewillbevitalinorderformultiplegrocerstosuccessfullystealmarketshareinfutureMarketsituation%valuesharebychannel9394959697MultipleGrocersCo-opMultiple

SpecialistsIndependentsSource:ACNielsen,Dec9744.05.321.729.048.15.321.325.948.25.321.226.048.25.321.526.348.65.321.225.6B.

Whatwereourmarketobjectives?DUMMY:TheBeerCategoryManagementProjectwaspartofSafewayswiderCategoryManagementinitiativeSafewaywantedtoimproveitsweakpositioninthemarket%ShareinBeerIndexedonPackagedGroceriesShare(BDI)-13-14661921-6-6-7-11SainsburySafewaySomerfieldAsdaTesco52w/eMay049752w/eMay0398Source:AGBLiquörpanelMay1998!PremiumbottleswereidentifiedasthemainopportunityIndexedtop5lagersharevs.groceryshareTescoSainsburyAsdaSomerfieldSafewayTotallager(66%)Source:AGBStubbies(15%)PremiumBottles(9%)PremiumCans(14%)6-1421-6-126-1420-581721-2118-24-1710-14328-40MostimportantlevertoimproveprofitabilityDUMMY:Selectingasupplierto???withannewCategoryManagementProjectwas...DUMMY:Threesupplieswerecharacterizedtobe...DUMMY:ScottishcouragewaschosenbasedonanumberofclearfactsDUMMY:ResultsandrelationshipsDUMMY:CancatmangrowthecakeC.

Whatdidwedotogethertoreachourtargets?DUMMY:Safeway-ScottishCourageBrandsCategoryManagementTeamDUMMYConsumerunderstandinghashelpeduscometoanagreementonthecategorydefinitionLagerAleStoutCiderAlcopopsWinesSpiritsSoftDrinksNARROWBROADScopeofprojectCategorydefinitionWehaveidentifiedthekeysegmentsintheconsumerdecisiontreeCategorySub-categorySubsegmentDraughtBitter11%Bitter12%RealAleBottles6%Standardlager19%Super-strengthlager2%Stubbies15%No/lowalcohol0%Valuelager4%Premiumlager26%StandardDraughtBitter8%PremiumDraughtBitter3%Icelager3%Premiumcannedlager14%Premiumbottledlager9%Bitter/Ale29%1)Stout5%Lager66%BeerSegments1)%Safewayturnoverforthesegmentasa%oftotalbeerForecastValueofBeercategoryinSafeway£152mMainchangesinourviewofthecategoryWeaddedadditionalsegmentssuchasdraftbitter,stubbiesandicelagerWemovedfromanindustry-ledtoaconsumer-drivendefinitionNotthealcoholcontent,butmorethedrinkingoccasionwasconsideredWechangedthedescriptionofoursegmentstothecustomer'slanguageWedecidedtomakebeersa“preferredcategory〞EvidencefromquantitativeCross-categoryanalysisEvidencefromqualitativeanalysisCategoryRolePREFFERED1. Mediumtohighmarketgrowth2. Middletolowtargetconsumerpenetration3. Hightotalspend4. HighcashprofitwithinSafeway1. Lowtake-homeshareofferslong-termopportunities2. Safeway´srelativepositionstillweak3. LargebrewerscansupportbeersasapreferredcategoryDUMMY:Categoryassessmentshowsan£47moppor-tunityinbeerbyattainingfairshareThemainissuesidentifiedthebasisforthetacticaldecisionsIssuePenetrationWeightofpurchaseIncreaseloyaltyDriveprofitabilityActionTrafficbuildingpromotionalactivitiesIncreasevisibilityoftheaisleMultisitingforsecondaryshoppersFocusonlagerpacksTradeshoppersfromstandardtopremiumproductsLong-termactivitiestomakepurchasinglargerpackseasierCombatthespecialiststhroughchilledbeerPromotionalmechanicstoreducetheneedfortop-uppurchasesTradeshoppersfromstandardtopremiumandfromsmalltolargepacksIncreasepriceonRealAles%spendfrom16-44´sSafewayisinanidealpositiontotakeadvantageofthegrowingpremiumlagersectorDownmarket&youngDownmarket&old%spendfromABC1sUpmarket&oldValuelagerCiderPremiumicelagerPremiumbottledlagerSuperstrengthlagerStoutStandardWidgetaleBottledaleAsdaSainsburyPremiumwidgetStubbiesSource:AGBSuperpanel,52w/e4thMay1998StandardlagerSomer-fieldUpmarket&youngTescoSafewayPremiumcannedlagerTotalBeer5PremiumlagerwasidentifiedasthebiggestopportunityforSafewayMarketshareGapQuadrantMarketshare[%]Marketgrowth[%]StandardCheapSuperstrengthPremiumStubbiesTop5fairShare=15.1%-101020304050102015TheaimwastogainFairShareby2000Conclusion:CategoryPerformancesMeasuresCustomerForecast1998/99Objective1999/00Objective2000/01LoyaltyClosurerateAverageweight

ofpurchase46.17.749.77.752.87.7£5.47£5.74£6.03FinancialForecast1998/99Objective1999/00Objective2000/01Salesgrowth

(LFL)114116115MarketForecast1998/99Objective1999/00Objective2000/01Marketshare-

Top5Indexedshare

vs.bestof

top5889410013.3%14.2%15.1%In-storeout-of-

stockAveragedepot

stockcover

(days)13.09.04.423.116.814.0ProductivityForecast1998/99Objective1999/00Objective2000/01DUMMY:ExplanationofmarketingstrategiesWehaveassignedallthesectorsandproductstodistinctmarketingstrategiesExample:TransactionBuildingProductsMaintacticaldirectionsLagerBitter/AleStoutStandardstubbiesStandardlagerexceptTop3brandsPremiumbottledlager6+packsPremiumcansStandarddraughtbitterexceptTop2brandsPremiumdraughtbitter8+packsBitterexcepttopbrandsAllocatemorespacetolargerpacksizesReplace4packwith6pack(withearlyincentives)FeaturePOSonlargepacksizesImprovedtrolleydesigntoaidtransportoflargepacksBarcodedcouponsonlargestpacksDUMMY:OverviewfacticalareasMainchangesinourrangeOnlager,wereducedregionallyfrom11TUregionto2therebyreducingcomplexityWeincreasedthenumberoflargemulti-packstoincreasetransactionsizeWeintroducedmorefrequentchangesonrealaleWemaintainedthebranddifferencesbetweenScotland,EnglandandWalesMajorchangesonpricingWeincreasedtheaveragepriceofhigh-loyaltybrands

(esp.realale)Wematchedcompetitiononprice-sensitivebrands

(esp.standardlagerandbitter)Sincetheproject,thecategoryhassuffereddeflation,

despitethetaxincreases(Index,EDLPenvironment)which

forcesustoupdatecontinuouslyMajorchangesonmerchandisingFlowchangedrecordingtoconsumerdecisiontreeBrandblockingMorespacetopremiumandmulti-packsNiche-gondolahotspotsIntroductionofchillersDUMMY:Photosofbefore/after,

PhotosofchillerMajorchangesonpricingWedecidedtotrypromotionmechanicsinordertoincreaseweightofpurchaseDuetofundamentalchangesinthemarket(e.g.emergenceofWalMart)beerisusedasastoretrafficbuilderCategoryimplementationapproachWetestedthenewplaninfourstores(2inEngland,2inScotland)Trialstoresoutperformedcontrolstoresby3%inturnoverand6%inprofitWesuccessfullytradedpeopleintomorepremiumlagersWeincreasedbothpenetrationandaveragespendincomparisontovs.controlstoresPremiumlagerwasmostsuccessfulofallsegments(20%abovecontrolstores),whichwasinlinewithourtargetsD.

Whatareourkeylearnings?TheBeerCategoryManagementprojecthadanumberofkeysuccesses1. Creationofabusinessplanandtrialinarecordbreaking4months2. SafewayandScotish-Courageworkingtogetherasasingleteam3. Radicalchangeintrialstoresachievedthrough"BustingBarriers"4. IdentificationofKeyactivitiestotakefromtrialintorolloutOurworktogetherhasidentifiedanumberofthings(1)DoDon'tHaveaclearobjectivefortheprojectFocusontheBigwinsDriveoutactionthatiscustomerfocussedWorkasoneteamLookforjointwinsContinuetoreanalyse???motivation???MaintainhiddenagendasOurworktogetherhasidentifiedanumberofthings(2)Manageinternalexpectations(longtermvs.shortterm)BudgeteffectivelyDeploysufficientresourcesandexpertiseRelevantdatasharingbothparties???Formidablewiderteams??????Remainimportant???LcessUnderestimateworkloadMisusetrustandconfidenceDoDon’tThe"softfactors"areprobablyasimportantasthehardbenefitsWinningthe50/50sExposuretobroaderteamsSeeingyourbusinessthroughcustomereyesQuickerdecisions/reactioninbureaucracyHavefuntogetherE.

Whatareournextsteps?DUMMY:NextchallengesReviewofourbusinessplantoreflectthefundamentalchangesinthemarketplaceIdentifykeyleverstoachieveprofitablegrowthinthisenvironmentWorkonintegrationofsupply-chainissuestoreducestockholdingandtoimproveforecastingrbaddressesARGENTINARolandBergeryAsociadosS.A.InternationalManagementConsultantsTte.Gral.J.D.Peron346-Piso5°1038BuenosAiresPhone ++54-11-43421498Fax ++54-11-43455758AUSTRIARolandBerger&PartnerGes.m.b.HInternationalManagementConsultantsFreyung3/2/10A-1010ViennaPhone ++43-1-536020Fax ++43-1-5360260BELGIUMRolandBergerInternationalManagementConsultantsS.A.100,BoulevardduSouverainB-1170BrusselsPhone ++32-2-6790170Fax ++32-2-6729222or51812501BRAZILRolandBerger&PartnersS/CLtda.RuaAlexandreDumas,2220-5°andar04717-004SãoPaulo/S.P.Phone ++55-11-51818366Fax ++55-11-51816919CHINARolandBerger(Shanghai)InternationalManagementConsultantsLtd.ChinaWorldTradeCenter914-916ChinaWorldTowerNo.1JianguomenwaiAvenueBeijing100004,P.R.C.Phone ++86-10-65052196Fax ++86-10-6505548472XingGuoRoad3FBusinessBuildingShanghai200052,P.R.C.Phone ++86-21-62126411Fax/Phone ++86-21-62127471CZECHREPUBLICRolandBerger&PartnerGmbHInternationalManagementConsultantsVsehrdova2/560CS-11000Prague1-MaláStranaPhone ++420-2-57311161Fax ++420-2-57311163FRANCERolandBerger&PartnerGmbHInternationalManagementConsultants16,avenueGeorgeVF-75008ParisPhone ++33-1-53670320Fax ++33-1-53670375GERMANYRolandBerger&PartnerGmbHInternationalManagementConsultantsAltMoabit101bD-10559BerlinPhone ++49-30-3992750Fax ++49-30-39927303Georg-Glock-Straße3D-40474DüsseldorfPhone ++49-211-438901Fax ++49-211-4389140BockenheimerLandstraße42D-60323FrankfurtPhone ++49-69-170030Fax ++49-69-17003502Stadthausbrücke7D-20355HamburgPhone ++49-40-376310Fax ++49-40-37631102Arabellastr.33D-81925MunichPhone ++49-89-92230Fax ++49-89-9223202Löffelstraße40D-70597StuttgartPhone ++49-711-76730Fax ++49-711-7673401GREATBRITAINRolandBerger&PartnersLtd.InternationalManagementConsultants12StratfordPlaceGB-London

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