联合利华产品管理流程英文版
联合利华产品管理流程
The Category is Priority because of it’s importance to Sales and Profit, plus it’s competitive importance.
© Unilever Modern Trade Academy (EAP & CBG) 2001 Ref: ngridge
Understand Practical Application of Category Management by Agreeing a Category Plan.
© Unilever Modern Trade Academy (EAP & CBG) 2001 Ref: ngridge
Modern Trade Academy
Category Management Case Study
Based on ECR Taiwan
Category Management Pilot Project
© Unilever Modern Trade Academy (EAP & CBG) 2001 Ref: ngridge
Conventional
Fabrics Care
Fabrics Cleanser
FabricsConditioner
Bleach Pretreater
Main Wash
Concentrate
Delicate Wash
Rinse Softener Ironing Aids Normal Color Cleanser
Tactics Implementation
Assortment Pricing
Promotion Shelving
联合利华商品管理讲义资料
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)
Modern Trade Academy
Category Management Case Study
Based on ECR Taiwan
Category Management Pilot Project
© Unilever Modern Trade Academy (EAP & CBG) 2001 Ref: ngridge
= 10% Sub-Cat
(000's) Concentrate Conventional
HDL Softener
LDL Soap Pre-Treat Bleach TOTAL
Last Year
Cash 4924.0 4498.9 10183.5 2375.1 2702.8 4161.3 2356.2 3106.8 34308.6
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
234-联合利华商品管理(2)
Under-performing Segments
© Unilever Modern Trade Academy (EAP & CBG) 2001 Ref: ngridge
Modern Trade Academy
Category Segment Assessment (Profit)
Profit;
Understand Practical Application of Category Management by Agreeing a Category Plan.
© Unilever Modern Trade Academy (EAP & CBG) 2001 Ref: ngridge
Modern Trade Academy
Category Segment Assessment (Sales)
Sales;
Fair Share =
5.3%
Sub-Cat
Last Year This Year Market Share Point Gap
(000,000's) Mkt Ret Mkt Ret LY
$11,447
Clear Opportunities for Improvement
© Unilever Modern Trade Academy (EAP & CBG) 2001 Ref: ngridge
Category Assessment
Modern Trade Academy
(Retailer Performance in Market)
Size of Bubble equals Size of Segment
Retailer Share vs Market Growth
联合利华内部资料大全英文版
03
Market and Competition
Market size
The global daily necessities market continues to grow, especially in emerging markets such as Asia and Africa, with a relatively fast growth rate.
Unilever offers a range of food products, including soups, sauces, spreads, frozen foods, snacks, etc. These products are formulated with fresh ingredients, aiming to provide a delicious and healthy diet while maintaining the nutritional value of the food
Unilever's revenue has grown at a compound annual growth rate (CAGR) of 3% over the past five years This growth has been driven by volume increases, pricing actions, and new product launches
单击此处添加正文，文字是您思想的提炼，为了最终呈现发布的良好效果，请尽量言简意赅的阐述观点；单击此处添加正文，文字是您思想的提炼，为了最终呈现发布的良好效果，请尽量言简意赅的阐述观点；单击此处添加正文，文字是您思想的提炼，为了最终呈现发布的良好效果，请尽量言简意赅的阐述观点；单击此处添加正文 10*14
联合利华内部管理资料(英文版)
Building Careers - Key Principles
Experience
Professional Skills
Performance
Leadership Competencies
Successful careers are based on outstanding performance founded on skills, competencies and experience
Driving Value Creation in the Supply Chain
• ‘Beating the Fade’:
– continuous innovation and cost savings
• Growth through:
– making new products available – improved distribution – better customer service
U nilever
Why do we need the Path to Growth?
UnUilneivleevreSrhSahrearPerPicreicPeePreforrfomramnacnecvePvePeereGrrGoruopu“pS“hSahdaodwo”w”
200
180 Unilever
• Emergence of Supply Chain process roles • A career in the Supply Chain requires development of
breadth and depth of skills, Leadership competencies, and experience
品类管理流程英文
路漫漫其悠远
SKILLS NEEDED TO BUILD BUSINESS Definition THROUGH CATEGORY MANAGEMENT
Data analysis and technical mastery Shopper and consumer understanding Strategy development Financial and logistics expertise Innovation Total Systems Focus
路漫漫其悠远
Why is it beneficial for Retailers and
Definition
Manufacturers to Invest in Category Management?
Helps Retailers Define customer needs Determine strategic issues Enhance category and store profits
品类Байду номын сангаас理流程英文
路漫漫其悠远 2020/3/31
Session Objectives: Define Category Management
Category Management
Process
Category Management
Issues
Define Category Management (CM)
Supplier
Distributor
Retail Store
Consumer Household
Smooth, continual product flow matched to consumption
产品生命周期管理规定流程图英语
产品生命周期管理规定流程图英语Product Lifecycle Management (PLM) is the process of managing the entire lifecycle of a product from inception, through engineering design and manufacturing, to service and disposal of manufactured products. PLM integrates people, data, processes, and business systems and provides a product information backbone for companies.PLM is critical for businesses to ensure that they can effectively manage their product portfolios and keep pace with changing customer needs and market demands. To help businesses understand and implement PLM effectively, a set of rules and guidelines have been established to define the PLM process flow. This document will provide a detailed overview of the PLM process flow and its key components.PLM Process Flow Diagram:The PLM process flow can be divided into the following key stages:1. Idea Generation: This stage involves generating new product ideas based on market research, customer feedback, and internal innovation. The ideas are then evaluated based ontheir feasibility, market potential, and alignment with the company's business goals.2. Concept Development: Once a viable product idea is identified, the concept development stage involves creating a detailed product concept that outlines the product's features, functionality, and design requirements.3. Design and Engineering: In this stage, the product concept is translated into a detailed design and engineering plan. This includes creating 2D and 3D models, conducting simulations and testing, and validating the design against specifications.4. Manufacturing: Once the product design is finalized, the manufacturing stage involves setting up production processes, sourcing materials, and manufacturing the product according to the design specifications.5. Quality Assurance: The quality assurance stage involves testing the manufactured product against quality standards to ensure that it meets customer expectations and regulatory requirements.6. Marketing and Sales: Once the product is manufactured and tested, the marketing and sales stage involves promotingthe product to target customers, conducting market research, and setting pricing and distribution strategies.7. Service and Support: The service and support stage involves providing post-sales support to customers, such as warranties, repairs, and product updates, to ensure customer satisfaction and loyalty.8. End-of-Life: The end-of-life stage involves planning for the disposal or recycling of the product once it reaches the end of its lifecycle. This includes implementing sustainability practices and complying with environmental regulations.Key Components of PLM Process Flow:1. Product Data Management (PDM): PDM involves managing product-related information, such as design files, specifications, and bill of materials, in a centralized system to ensure accurate and up-to-date product data.2. Configuration Management: Configuration management involves controlling changes to product designs, specifications, and components to maintain product consistency and integrity throughout the lifecycle.3. Change Management: Change management involves documenting, evaluating, and implementing changes to productdesigns, processes, and systems to ensure that they are effectively communicated and implemented.4. Collaboration and Communication: Collaboration and communication involve fostering teamwork and communication among cross-functional teams, such as design, engineering, manufacturing, and sales, to ensure that all stakeholders are aligned and informed throughout the PLM process.5. Workflow Automation: Workflow automation involves streamlining and automating key processes, such as product approvals, document reviews, and change requests, to improve efficiency and reduce errors in the PLM process.Conclusion:In conclusion, the PLM process flow is a comprehensive framework for managing the entire lifecycle of a product from ideation to disposal. By following the rules and guidelines outlined in this document, businesses can effectively implement PLM to develop innovative products, improve product quality, and enhance customer satisfaction. PLM is essential for businesses to stay competitive in today's rapidly changing market landscape and drive business growth and profitability.。
联合利华(SP)
陈列
就是解决产品在卖场货架上放在哪里和如何放的问题
确定陈列方式的四个步骤:
确定产品陈列的 品类区域
确定在品类内的 陈列位置
确定产品的 陈列方式
确定产品的 陈列面
46
陈列的定义——购物者逛卖场的习惯
$
出 口 入 口
47
陈列的定义——购物者逛卖场的习惯
出 口
入 口
48
陈列的定义——购物者逛卖场的习惯
17
UP着装觃范——上衣
品类标识应佩戴于毛衣的右侧胸前加厚处，丌可戴在衬衫 上再翻出，以免使穿着效果褶皱
18
UP着装觃范——上衣
室内温度较高时，可将毛衣袖子拆下，也可将衬 衫袖子按正确方式挽起。
19
UP着装觃范——上衣
但丌可将衣袖直接向上捋起
20
UP着装觃范——丝巾佩戴方式
丝巾的正确佩戴方式：
2只袖子上分别有12个品牌logo,且2边的排列顺序不同，以便衣袖卷起时，两边均 可见不同的6个商标，随时体现联合利华的全品牌形象。
10
UP春夏制服简介——细部说明-上衣
店内温度低时可将短袖放下变成长袖，此时每只 袖子上均有联合利华的12个品牌商标
11
UP春夏制服简介——细部说明-裤子
裤腰两侧配有松紧带，人 性化设计，体现舒适感 口袋使用子母粘，防止袋 内物品（手机）滑落
64
销售八步骤的操作要求
65
销售八步骤的操作要求
66
67
1 2 3
离岗
任何情况的离岗必须填写离岗登记表
库存管理
产品库存丌足时，及时建议销售下订单
POSM需要补充，需及时联系上级主管（AS）
上级巡店
AS巡店时及时反馈情况，并耐心接受实地辅导
234 联合利华商品管理共45页文档
Modern Trade Academy
International Category Management Model
Review
Definition Role
Assesment Scorecard Strategies
© Unilever Modern Trade Academy (EAP & CBG) 2001 Ref: ngridge
Modern Trade Academy
Category Assessment (Page 5)
TotalCategory LastYear
Market Sales
Conventional Concentrate Heavy Duty Liquid Light Duty Liquid
© Unilever Modern Trade Academy (EAP & CBG) 2001 Ref: ngridge
Modern Trade Academy
Case Study Focus - Fabrics Concentrate
Tactics Implementation
Assortment Pricing
Promotion Shelving
© Unilever Modern Trade Academy (EAP & CBG) 2001 Ref: ngridge
Modern Trade Academy
Handout Material - Pages 3 & 4
Under-performing Segments
品类管理流程英文(ppt 38页)
Discuss Critical Issues Related to Successfully Developing a Category Management System
Bringing Better Value to the Consumer is the Primary Focus of Category Management.
Category Definition - critical in determining the products that make up the category and in establishing the segmentation strategy.
Process
What is a Category?
Helps Manufacturers Position themselves as category captains for retailers Become an indispensable resource for the retailer Enhance brand profits
CATEGORY MANAGEMENT
Session Objectives: Define Category Management
Category Management
Process
Category Management
Issues
Define Category Management (CM)
Possible Category Roles:
Destination Convenience Routine Seasonal/Occasional
品类管理流程(英语版)
Why is it beneficial for Retailers and
Definition
Manufacturers to Invest in Category Management?
Helps Retailers Define customer needs Determine strategic issues Enhance category and store profits
Why is it beneficial for Retailers and
Definition
Manufacturers to Invest in Category Management?
Helps Retailers Define customer needs Determine strategic issues Enhance category and store profits
CATEGORY MANAGEMENT: HOW IS IT DIFFERENT?
Definition
Category/Brand/SKU Management under one Decision Maker
Consumer-Focused Strategies Data-based Decision Making Proactive Business Planning Collaborative Work Process Manage Category As Business Unit Focused on Category ROI
Category Definition Category Role
Category Assessment Category Scorecard Category Strategies
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Fabrics Care
FabricsConditioner
Bleach
Pretreater
Rinse Softener Ironing Aids
Normal Color
Cleanser
Light Duty Liquid
Case Study Focus - Fabrics Concentrate Conventional
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)
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
❖ What are the Opportunities for Improvement?
Category Assessment (Page 5) TotalCategory LastYear ThisYear NextYear SharePoint
Gap
Market Sales
7449
7702
7802.0
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
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
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?
Retailer management in advance.)
Category Definition & Structure Conventional
Fabric Care
Main Wash
Concentrate
Fabrics Cleanser
Delicate Wash
Heavy Duty Liquid
TOTAL
7449 428.3 7702 385.1 5.75% 5.00% 0.30
Excluding Declines, Growth Opportunity = 13.67%
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 &
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
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
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
❖ 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.
Case Study Agenda
❖ Objectives of the Case Study ❖ Category Management Model ❖ Work through the Cat Man Process,
(Scorecard & Ta Nhomakorabeatics)
Objectives of the Case Study