联合利华产品管理流程英文版
合集下载
相关主题
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
❖ 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.
Leabharlann Baidu
This Case Study
❖ Is the International Process.
❖ Is based on real SKU’s and market, but Data detail is changed for confidentiality.
International Category Management Model
Occasional/Seasonal Fill-in / Convenience
Category Assessment
❖ What is the current performance of the Category and Segments?
❖ How does the performance compare to the Market?
Category Role The Category is Priority because
Signature /Destination
of it’s importance to Sales and
Profit, plus it’s competitive
Priority
importance.
Basic / Routine
TOTAL
7449 428.3 7702 385.1 5.75% 5.00% 0.30
Excluding Declines, Growth Opportunity = 13.67%
TY
Concentrate 2156 140.3 2242 116.4 6.51% 5.19% 0.11
Conventional 1904 97.8 1981 90.1 5.14% 4.55% 0.75
HDL
1639 65.7 1737 62.8 4.01% 3.62% 1.68
Softener
561 26.1 594 26.4 4.71% 4.44% 0.86
Fabrics Care
FabricsConditioner
Bleach
Pretreater
Rinse Softener Ironing Aids
Normal Color
Cleanser
Light Duty Liquid
Case Study Focus - Fabrics Concentrate Conventional
Worse than Total Retailer Sales
Category Segment Assessment
Sales;
5.3%
(Sales) Fair Share =
Sub-Cat Last Year This Year Market Share Point
Gap
(000,000's) Mkt Ret Mkt Ret LY
Retailer management in advance.)
Category Definition & Structure Conventional
Fabric Care
Main Wash
Concentrate
Fabrics Cleanser
Delicate Wash
Heavy Duty Liquid
Definition
Role
Review
Assesment Scorecard Strategies
Assortment Pricing
Tactics Implementation
Promotion Shelving
Handout Material - Pages 3 & 4
❖ Category Definition ❖ Category Role ❖ (These are generally agreed by Supplier &
Fabrics Care
Fabrics Cleanser
FabricsConditioner
Bleach Pretreater
Main Wash
Delicate Wash
Rinse Softener Ironing Aids Normal Color Cleanser
Concentrate Heavy Duty Liquid Light Duty Liquid
Case Study Agenda
❖ Objectives of the Case Study ❖ Category Management Model ❖ Work through the Cat Man Process,
(Scorecard & Tactics)
Objectives of the Case Study
Growth
3.40%
0.13%
Retailer Sales
428.3
385.1
Retailer Share
5.75%
5.0%
Retailer "Fair Share"
5.3%
0.3
Cash Profit
34.3
35.0
%Margin
8.01%
9.09%
Loss of Share Profit Maintained
❖ What are the Opportunities for Improvement?
Category Assessment (Page 5) TotalCategory LastYear ThisYear NextYear SharePoint
Gap
Market Sales
7449
7702
7802.0
LDL
480 23.3 432 21.9 4.85% 5.07% 0.23
Soap
212 29.1 206 25.8 13.7% 12.5% (7.20)
Pre-Treat 103 15.3 108 11.0 14.8% 10.2% (4.90)
Bleach
394 30.7 402 30.7 7.79% 7.64% (2.34)
❖ 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.
Leabharlann Baidu
This Case Study
❖ Is the International Process.
❖ Is based on real SKU’s and market, but Data detail is changed for confidentiality.
International Category Management Model
Occasional/Seasonal Fill-in / Convenience
Category Assessment
❖ What is the current performance of the Category and Segments?
❖ How does the performance compare to the Market?
Category Role The Category is Priority because
Signature /Destination
of it’s importance to Sales and
Profit, plus it’s competitive
Priority
importance.
Basic / Routine
TOTAL
7449 428.3 7702 385.1 5.75% 5.00% 0.30
Excluding Declines, Growth Opportunity = 13.67%
TY
Concentrate 2156 140.3 2242 116.4 6.51% 5.19% 0.11
Conventional 1904 97.8 1981 90.1 5.14% 4.55% 0.75
HDL
1639 65.7 1737 62.8 4.01% 3.62% 1.68
Softener
561 26.1 594 26.4 4.71% 4.44% 0.86
Fabrics Care
FabricsConditioner
Bleach
Pretreater
Rinse Softener Ironing Aids
Normal Color
Cleanser
Light Duty Liquid
Case Study Focus - Fabrics Concentrate Conventional
Worse than Total Retailer Sales
Category Segment Assessment
Sales;
5.3%
(Sales) Fair Share =
Sub-Cat Last Year This Year Market Share Point
Gap
(000,000's) Mkt Ret Mkt Ret LY
Retailer management in advance.)
Category Definition & Structure Conventional
Fabric Care
Main Wash
Concentrate
Fabrics Cleanser
Delicate Wash
Heavy Duty Liquid
Definition
Role
Review
Assesment Scorecard Strategies
Assortment Pricing
Tactics Implementation
Promotion Shelving
Handout Material - Pages 3 & 4
❖ Category Definition ❖ Category Role ❖ (These are generally agreed by Supplier &
Fabrics Care
Fabrics Cleanser
FabricsConditioner
Bleach Pretreater
Main Wash
Delicate Wash
Rinse Softener Ironing Aids Normal Color Cleanser
Concentrate Heavy Duty Liquid Light Duty Liquid
Case Study Agenda
❖ Objectives of the Case Study ❖ Category Management Model ❖ Work through the Cat Man Process,
(Scorecard & Tactics)
Objectives of the Case Study
Growth
3.40%
0.13%
Retailer Sales
428.3
385.1
Retailer Share
5.75%
5.0%
Retailer "Fair Share"
5.3%
0.3
Cash Profit
34.3
35.0
%Margin
8.01%
9.09%
Loss of Share Profit Maintained
❖ What are the Opportunities for Improvement?
Category Assessment (Page 5) TotalCategory LastYear ThisYear NextYear SharePoint
Gap
Market Sales
7449
7702
7802.0
LDL
480 23.3 432 21.9 4.85% 5.07% 0.23
Soap
212 29.1 206 25.8 13.7% 12.5% (7.20)
Pre-Treat 103 15.3 108 11.0 14.8% 10.2% (4.90)
Bleach
394 30.7 402 30.7 7.79% 7.64% (2.34)