某公司联合利华品类管理研究方案 (英文版)

某公司联合利华品类管理研究方案(英文版)CategoryManagementCaseStudyBasedonECRTaiwanCategoryManagementPilotProjectCaseStudyAgendaObjectivesoftheCaseStudyCategoryManagementModelWorkthroughtheCatManProcess,(Scorecard&Tactics)WriteaCategoryPlanThisCaseStudyIstheInternationalProcess.IsbasedonrealSKU’sandmarket,butDatadetailischangedforconfidentiality.ShelvingRoleDefinitionAssesmentScorecardStrategiesTacticsImplementationReviewAssortmentPricingPromotionInternationalCategoryManagementModelPretreaterCleanserFabricsCareFabricsCleanserFabrics-ConditionerBleachMainWashDelicateWashRinseSoftenerIroningAidsNormalColorConventionalConcentrateHeavyDutyLiquidLightDutyLiquidCategoryDefinition&StructureFabricCareFabricsCareFabricsCleanserFabrics-ConditionerBleachPretreaterMainWashDelicateWashRinseSoftenerIroningAidsNormalColorCleanserConventionalConcentrateHeavyDutyLiquidLightDutyLiquidCaseStudyFocus-FabricsConcentrateTheCategoryisPrioritybecauseofit’simportancetoSalesandProfit,plusit’scompetitiveimportance.Signature/DestinationPriorityBasic/RoutineOccasional/SeasonalFill-in/ConvenienceCategoryRoleMostCategoriesareBasicorPriority.VeryfewareSignaturebecauseofthehighinvestmentcosttomaintainthatposition.(SeePage4foradetaileddescriptionof“priority”).10%25%50%5%10%Signature/DestinationPriorityBasic/RoutineOccasional/SeasonalFill-in/ConvenienceCategoryRoleCategoryAssessmentWhatisthecurrentperformanceoftheCategoryandSegments?HowdoestheperformancecomparetotheMarket?WhataretheOpportunitiesforImprovement?Under-performingSegmentsCategorySegmentAssessment(Sales)ClearOpportunitiesforImprovementCategorySegmentAssessment(Profit)Winners(HH)Sleepers(HL)OpportunityGaps(LH)Questionable(LL)SizeofBubbleequalsSizeofSegmentOnlyoneclear“Winner”segment,(andit’ssmall).CategoryAssessment

(RetailerPerformanceinMarket)CategoryScorecardWhataretheoverall“TopLine”targetsfortheCategory?ThesemustbediscussedandagreedwiththeSeniorManagement.$448.6m5.3%$35.0m7.8%Thisis16.5%growth,butthisRetailerwantsGrowth&MarketShare.OverallManagementGoalfortheCategoryCategoryScorecard(Page8)RepeattheexerciseforeachSegment.$120.0m5.3%$4.9m4.1%ShouldwetryandretainshareinSegmentswithmorethan“FairShare”?DEFINITELYYES!ButnotattheexpenseofMargin!SegmentScorecard(Page9)CategoryStrategies(Page11)WeuseadifferentmixofStrategies,foreachCategoryRole.BalancedProfit.AssignStrategiestoSegments.(Page12)SegmentswithhighsharesareusedforProfitGeneration.HighUnitpriceand“RelatedSale”segmentsareusedforTransactionBuilding.CategoryTactics.BasedontheRole,ScorecardandtheStrategies,wenowconfirmtheTacticstouseineacharea;RangingPricingPromotionShelvingPricingTacticsAsaPRIORITYCategory,weshouldadoptSTRONGLYCOMPETITIVEpricing.ShelvingTacticsAsaPRIORITYCategory,weshouldadoptQUALITYlocation,withaslightlyhigherthanaveragespaceallocation.StrategicSummaryPage15inthehandoutsummariseswhatisagreedsofar.ThisistheBlueprintformanagingtheCategory.ThisisthereferenceforALLactionsanddecisionsasweworkthroughtheoperationaldetailofthePlan.SegmentRangingReview

(Concentrates)Page16detailstheSKU’savailableinthemarket,whatisstockedintheRetailerschannel,theRetailer,andhisCompetitors.NotethatCompetitor1has19SKU’s.Isthistoobroad?Howmuchofthemarketiscoveredbytheexisting14SKU’s?SegmentRangingReview

(Concentrates)Page17rankstheSKU’sbysalesshareforcomparisonbetweentheRetailerandtheMarketaverage.Notethat15SKU’scovers95%ofthemarket.3SKU’s,(9,11,&12)arenotstocked.Theretailer’lowest2SKU’sarepoorperformersinthemarket.RangingRecommendationWulin1.2kPrimaryLanPaoCon2KgColorCareCon1.2kPrimary2.6%1.6%1.5%+3.09m+1.90m+1.78mWulinCon1KgRefillTideCon.39oz/42oz0.4%0.1%(0.47m)(0.11m)+6.19mAdditionalAnnualSalesof$6.19m,5.3%increaseonthisyear,5.46%MarketSharePromotionFrequency44836%22418%22418%---1129%-115%1-15%------1129%Thereisno“perfect”answer!Clearlythe“mix”needsadjustingtobecompetitive.AligningBrandFrequencytomarketshareisagoodstart!SegmentPromotionReview

(PricePoint)Almostallpromotionpricepointsarehigherthanthecompetitors.Page19outlinesthecurrentPricePointdifferentialbetweentheRetailerandhisCompetitors.SegmentPricingReviewPage20detailsthecurrentpricingfortheRetailer,andhisCompetitors.WhiletheRetaileriscompetitiveagainstComp1,(ahigh/lowretailer),heisnotcompetitiveonshelfforthemajorcomponentsofthesegment.ALLpricesnowcompetitive,withNOmarginloss!ShelfPlacementReviewProgramssuchas“Spaceman”and“Apollo”assistgreatly.KeyelementsareBalancing“DaysofSupply”onshelf.UsingMinimumFacingsRulesandMaximumDOStorecommenddeletions.Allocatingany“spare”spacet