Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,资料仅供参考,不当之处，请联系改正。,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,资料仅供参考,不当之处，请联系改正。,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,资料仅供参考,不当之处，请联系改正。,Case Study Agenda,Objectives of the Case Study,Category Management Model,Work through the Cat Man Process,(Scorecard&Tactics),Write a Category Plan,Objectives of the Case Study,Understand the Category Management Model.,Understand the linkage between the Steps in the Model by working through Cat Man Process.,Understand Practical Application of Category Management by Agreeing a Category Plan.,This Case Study,Is the International Process.,Is based on real SKUs and market,but Data detail is changed for confidentiality.,Shelving,Role,Definition,Assesment,Scorecard,Strategies,Tactics,Implementation,Review,Assortment,Pricing,Promotion,International Category Management Model,Handout Material-Pages 3&4,Category Definition,Category Role,(These are generally agreed by Supplier&Retailer management in advance.),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,Category Definition&Structure,Fabric Care,Fabrics,Care,Fabrics Cleanser,Fabrics-,Conditioner,Bleach,Pretreater,Main Wash,Delicate Wash,Rinse Softener,Ironing,Aids,Normal,Color,Cleanser,Conventional,Concentrate,Heavy Duty Liquid,Light Duty Liquid,Case Study,Focus-Fabrics Concentrate,Signature/Destination,Priority,Basic/Routine,Occasional/Seasonal,Fill-in/Convenience,Category Role?,The Category is Priority because of its importance to Sales,and,Profit,plus its competitive importance.,Signature/Destination,Priority,Basic/Routine,Occasional/Seasonal,Fill-in/Convenience,Category Role,Most Categories are Basic or Priority.Very few are Signature because of the high investment cost to maintain that position.,(See Page 4 for a detailed description of“priority”).,10%,25%,50%,5%,10%,Signature/Destination,Priority,Basic/Routine,Occasional/Seasonal,Fill-in/Convenience,Category Role,Category Assessment,What is the current performance of the Category and Segments?,How does the performance compare to the Market?,What are the Opportunities for Improvement?,Loss of Share,Worse than Total,Retailer Sales,Profit Maintained,Category Assessment(Page 5),Under-performing Segments,Category Segment Assessment(Sales),Clear Opportunities for Improvement,Category Segment Assessment(Profit),Winners(HH),Sleepers(HL),Opportunity Gaps (LH),Questionable(LL),Size of Bubble equals Size of Segment,Only one clear“Winner”segment,(and its small).,Category Assessment(Retailer Performance in Market),but,Clear opportunities to Increase Sales!,Opportunity Gaps (LH),Winners(HH),Sleepers(HL),Questionable(LL),Category Assessment(Four Largest Segments),Category Scorecard,What are the overall“Top Line”targets for the Category?,These must be discussed and agreed with the Senior Management.,$448.6m,5.3%,$35.0m,7.8%,This is 16.5%growth,but this Retailer wants,Growth&Market Share.,Overall Management Goal for the Category,Category Scorecard(Page 8),Repeat the exercise for each Segment.,$120.0m,5.3%,$4.9m,4.1%,Should we try and retain share in Segments with more,than“Fair Share”?,DEFINITELY YES!,But not at the expense of Margin!,Segment Scorecard(Page 9),Category Strategies,(Page 11),We assign different Strategies to each Segment,to ensure we have a balanced Business Plan.,Category Strategies,(Page 11),We use a different mix of Strategies,for each Category Role.,Balanced Profit.,Assign Strategies to Segments.,(Page 12),Segments with high shares are used for Profit,Generation.,High Unit price and“Related Sale”segments,are used for Transaction Building.,Category Tactics.,Based on the Role,Scorecard and the Strategies,we now confirm the Tactics to use in each area;,Ranging,Pricing,Promotion,Shelving,Ranging Tactics,As a PRIORITY Category,we should stock a,BROAD RANGE,of SKUs.,Pricing Tactics,As a PRIORITY Category,we should adopt,STRONGLY COMPETITIVE,pricing.,Shelving Tactics,As a PRIORITY Category,we should adopt,QUALITY,location,with a slightly higher,than average space allocation.,Promotion Tactics,As a PRIORITY Category,we should,BUILD,sales volumes,using Major Brands and SKUs.,Strategic Summary,Page 15 in the handout summarises what is agreed so far.,This is the Blueprint for managing the Category.,This is the reference for ALL actions and decisions as we work through the operational detail of the Plan.,Segment Ranging Review,(Concentrates),Page 16 details the SKUs available in the market,what is stocked