- 156.01 KB
- 2022-05-26 16:46:24 发布
- 1、本文档共5页,可阅读全部内容。
- 2、本文档内容版权归属内容提供方,所产生的收益全部归内容提供方所有。如果您对本文有版权争议,可选择认领,认领后既往收益都归您。
- 3、本文档由用户上传,本站不保证质量和数量令人满意,可能有诸多瑕疵,付费之前,请仔细先通过免费阅读内容等途径辨别内容交易风险。如存在严重挂羊头卖狗肉之情形,可联系本站下载客服投诉处理。
- 文档侵权举报电话:19940600175。
CATEGORYMANAGEMENT
SessionObjectives:DefineCategoryManagement(CM)DescribeCategoryManagementasaBusinessProcessDiscussCriticalIssuesRelatedtoSuccessfullyDevelopingaCategoryManagementSystemCategoryManagementProcessCategoryManagementIssuesDefineCategoryManagement
DefinitionBringingBetterValuetotheConsumeristhePrimaryFocusofCategoryManagement.“ARetailer-SupplierprocessofmanagingcategoriesasStrategicBusinessUnits,producingimprovedsalesandprofitresultsbyfocusingonsatisfyingconsumerneedsanddeliveringconsumervalue.”Source:ECRBestPracticesReport
CategoryManagementhasexpandingintodurablegoodsandservices.IsCategoryManagementjustforthegrocer?DurableGoodsAutoIndustry-GMPontiac&FordServiceIndustryPhoneServiceFinancialServices/BanksDefinition
TheECRSystemTimely,accurate,paperlessinformationflowSupplierDistributorRetailStoreConsumerHouseholdSmooth,continualproductflowmatchedtoconsumptionDefinition
EfficientPromotionEfficientStoreAssortmentDefinitionCategoryManagementisattheatthecoreofECR.CMprovidesaprocess&frameworkforcollaboration.EfficientNewProductDevelopmentEfficientReplenishmentCATEGORYMANAGEMENT
CategoryManagementasaBusinessProcessiscomprisedofinterrelatedcomponentsbothwithinandoutsideoftheorganization.WhatisCategoryManagement?DefinitionInformationTechnologyStrategy&BusinessProcessScorecardCollaborativeRelationshipsOrganizationCapabilitiesCoreEnablersEnablers
CATEGORYMANAGEMENT:HOWISITDIFFERENT?Category/Brand/SKUManagementunderoneDecisionMakerConsumer-FocusedStrategiesData-basedDecisionMakingProactiveBusinessPlanningCollaborativeWorkProcessManageCategoryAsBusinessUnitFocusedonCategoryROI-NOTSalesorGrossMarginDefinition
SKILLSNEEDEDTOBUILDBUSINESSTHROUGHCATEGORYMANAGEMENTDataanalysisandtechnicalmasteryShopperandconsumerunderstandingStrategydevelopmentFinancialandlogisticsexpertiseInnovationTotalSystemsFocusDefinition
DefinitionWhyisitbeneficialforRetailersandManufacturerstoInvestinCategoryManagement?HelpsRetailers-DefinecustomerneedsDeterminestrategicissuesEnhancecategoryandstoreprofits
DefinitionWhyisitbeneficialforRetailersandManufacturerstoInvestinCategoryManagement?HelpsRetailers-DefinecustomerneedsDeterminestrategicissuesEnhancecategoryandstoreprofitsHelpsManufacturers-PositionthemselvesascategorycaptainsforretailersBecomeanindispensableresourcefortheretailerEnhancebrandprofits
RoadMapCategoryManagementasaBusinessProcessCategoryManagementIssuesDefineCategoryManagement
ProcessCategoryManagementasaBusinessProcess.CategoryDefinitionCategoryRoleCategoryAssessmentCategoryScorecardCategoryStrategiesCategoryTacticsPlanImplementationCategoryReviewSource:ThePartneringGroup
WhatisaCategory?Adistinct,manageablegroupofproducts/servicesthatCONSUMERSperceivetobeinterrelatedand/orsubstitutableinsatisfyingtheirneed(s).ProcessCategoryDefinition-criticalindeterminingtheproductsthatmakeupthecategoryandinestablishingthesegmentationstrategy.
WhatisaCategory?Adistinct,manageablegroupofproducts/servicesthatCONSUMERSperceivetobeinterrelatedand/orsubstitutableinsatisfyingtheirneed(s).ProcessCategoryDefinition-criticalindeterminingtheproductsthatmakeupthecategoryandinestablishingthesegmentationstrategy.Howdoesdefiningacategoryhelp?Producesbetterretailer/manufactureralignmentwiththeconsumerCreatesbettermanufacturer-retaileralignmentGivesnewperspectivesonhowtoviewaproductand/orcategory
ProcessJuices&drinksShelfstableRefrigeratedFrozenGlass/PlasticAsepticReadytoServeConcentrateCategorySub-CategorySegmentSub-SegmentDefiningaCategorybyUsageSegmentLemonJuiceSegmentation:Source:Borden,Inc.
ProcessCategoryRole(orpurpose)defineshowtheconsumerviewsthecategory.PossibleCategoryRoles:DestinationConvenienceRoutineSeasonal/Occasional
ProcessCategoryAssessmentCategoryAssessmentinvolvesconductingacompleteanalysisofthecategorybyinvestigatingit’ssub-categories,user-segments,brands,andSKUs.Suchananalysismustbebasedoncurrentconsumer,distributor,supplierandmarketinformation.
ProcessOneexamplemightbeidentifyingthegapbetweenthecurrentsalesandthepotentialsalesofacategory.Source:Borden,Inc.
ProcessKeyQuestionsinConductingaCategoryAssessmentWhoismytargetcustomer?Howimportantisthiscategorytothatcustomer?Whatarethecategorytrends?volume,share,profits?Whatarethekeyproductsegments?WhataretheleastandmostimportantSKUs?
ProcessKeyQuestionsinConductingaCategoryAssessment(continued)HowwellisshelfspacealignedtoSKUmovement?Howdoconsumersviewbrands?BrandnamesversusstorebrandsWhentheymakeapurchase,Howlargeisit?Whatelsedotheybuy?Howdoesthecategory’spricingcomparetotherestofthestore?
ProcessKeyQuestionsinConductingaCategoryAssessment(continued)Howdoesthecategory’spricingcomparetothemarket?Whatpercentageofvolumeissoldonpromotion?Whatistheimpactoffeaturinganddisplay?Whatbrandsandsizes“define”and/orbuildthecategory?
ProcessTheCategoryScorecardmeasuresandmonitorstheprogressandperformanceofthecategorybusinessplan.Targetsorhurdleratesmustbeclearlystated.RevenueMarketShareConsumption(Equiv.Volume)Out-of-stocksProfitTargetConsumerShareROI
ProcessCategoryStrategiesdefinethemarketing,productsupply,andinstoreservicerequiredtomeettargetsorhurdlerates.TransactionEfficiency/TrafficBuilderShopping/InformationEntertainmentTypesofstrategies:Source:RobertC.Blattberg,1996
ProcessCategoryTacticsaretheactionstakentoimplementthecategorystrategies.Transactionefficiency/TrafficBuilder>Lowprice/convenience>Categoryshop-abilitySource:RobertC.Blattberg,1996
ProcessCategoryTacticsaretheactionstakentoimplementthecategorystrategies.Transactionefficiency/TrafficBuilder>Lowprice/convenience>Categoryshop-abilityShopping/information>Uniqueofferings/highservice>EasyaccesstoproductinformationSource:RobertC.Blattberg,1996
ProcessCategoryTacticsaretheactionstakentoimplementthecategorystrategies.Transactionefficiency/TrafficBuilder>Lowprice/convenience>Categoryshop-abilityShopping/information>Uniqueofferings/highservice>EasyaccesstoproductinformationEntertainment>Stimulation/excitement>Creativemarketing/broadassortment>ChangingvarietyofproductsSource:RobertC.Blattberg,1996
ProcessCategorymanagementplansareoflittlevalueunlesstheyreceivehighqualityimplementation.KeyComponentsofPlanImplementation:CommonLanguageBuy-inatALLlevelsClearApprovalProcessClearAssignmentofResponsibilitiesImplementationSchedulePredeterminedIndicatorsofSuccess
ProcessCategoryReviewistheongoingmeasurementoftheprogressoftheplanandmodificationwherenecessary.StagesofCategoryReview:OpportunityanddiscoveryprocessInput,analysis&implementationMeasurement,adjustment&learning
CATEGORYMANAGEMENTReviewingtheCategoryTargetingConsumersPlanningMerchandisingImplementingStrategyEvaluatingResultsProcess
RoadMapCategoryManagementProcessCategoryManagementIssuesCategoryManagementDefinition
CategoryManagementisasourceofcompetitiveadvantage.Ifitissoeasytodoandeveryoneisdoingit,whereistheadvantage?CategoryManagementisaboutstrategicchoices.Thequalityoftheimplementationandexecutionwilldeterminethedegreeofcompetitiveadvantagegained.Issues
CategoryManagementisadynamic,evolvingpractice.Isthereoneapproach?…no.Fundamentalprinciplesandprocesses.Implementationdependsuponthecapabilitiesandcurrentpracticesoftheorganizations.Today’spracticesaretomorrow’sfoundationsforimprovement.Issues
SuccessfulCategoryManagementhelpstodefineapartnership.AbilityandcommitmenttodevelopthecategoryAvisionofthepotentialofthecategoryAdequateinformationtechnologycapabilityandsharinginformationMultifunctionalteamsupportcapabilitiesBuy-infromtopmanagementClearlydefinestheroleofthemanufacturerwithregardtoCategoryManagementTrustIssues
HowtodevelopasuccessfulCategoryManagementrelationship.DevelopacommonlanguageforCategoryManagementTranslatethegoalsofthepartnershipintoausableandmeasurableplantheutilizesfact-basedCMdecisionsandpractices.Educateeveryoneinvolved,buyersandsuppliers,ontheapproachbeingtakenforgrowingthecategory.Developfact-basedpresentationsrepresentingtheentirecategory.Developasystemofregularreportsandmonitoringforcatchingcategorytrendsandopportunities.IRI1995Issues
CommonObstaclestoSuccessfulCategoryManagement.MistakenbeliefthattheorganizationisalreadydoingCategoryManagement.Lackofmanagementcommitment.Lackoftimelyandeasytouseinformationforcategoryassessment.Inadequateknowledgeormisinformationabouttheconsumercharacteristics/demandforthecategory.Manageriallackoftrainingorabilities.Non-standardproductorpricingforthecategory.Issues
TheManufacturershouldkeeptheirCategoryManagementanalysishonest.Manufactureroftendoestheinitialanalysis.FinancialresourcesPotentialbenefitInitialindicatorsmaybodepoorlyforthemanufacturer’sproduct-butmustacceptlosses.Solution:GetMarketingandothersinvolved.Talkwithyourdistributorandbuysometime.Fixtheproduct.Iftheanalysisisright,somethingneedstochangetoaddresstheshortcomingsperceivedbytheconsumers.Issues
CATEGORYMANAGEMENTQuestions?