【正文】 cts 11 MUC0203922990201 DUMMY: Split of channels, Key brands 12 MUC0203922990201 The total brand portfolio is large, but concentrated in the hands of a few owners Own label % Scottish Courage % Bass % Carlsberg Tetley % Guinness % Other % Whitbread % Source: Nielsen Retail Audit, AC Nielsen Market share (multiple grocers) Top 5 Brand’s share by market 0 20 40 60 80Detergents Instant Coffee Cat Food Tea Butter, spread Yogurts Snack Products Cereals Beer 73 70 64 52 46 42 35 33 17 13 MUC0203922990201 DUMMY: Longterm on amp。 bn ? Profit: 163。 Financial Forecast 1998/99 Objective 1999/00 Objective 2021/01 Sales growth (LFL) 114 116 115 Market Forecast 1998/99 Objective 1999/00 Objective 2021/01 Market share Top 5 Indexed share vs. best of top 5 88 94 100 % % % Instore outof stock Average depot stock cover (days) Productivity Forecast 1998/99 Objective 1999/00 Objective 2021/01 39 MUC0203922990201 DUMMY: Explanation of marketing strategies 40 MUC0203922990201 We have assigned all the sectors and products to distinct marketing strategies Example: Transaction Building Products Main tactical directions Lager Bitter/Ale Stout ? Standard stubbies ? Standard lager – except Top 3 brands ? Premium bottled lager – 6+packs ? Premium cans ? Standard draught bitter – except Top 2 brands ? Premium draught bitter – 8+packs ? Bitter – except top brands ? Allocate more space to larger pack sizes ? Replace 4 pack with 6 pack (with early incentives) ? Feature POS on large pack sizes ? Improved trolley design to aid transport of large packs ? Bar coded coupons on largest packs 41 MUC0203922990201 DUMMY: Overview factical areas 42 MUC0203922990201 Main changes in our range On lager, we reduced regionally from 11 TU region to 2 thereby reducing plexity We increased the number of large multipacks to increase transaction size We introduced more frequent changes on real ale We maintained the brand differences between Scotland, England and Wales 43 MUC0203922990201 Major changes on pricing We increased the average price of highloyalty brands (esp. real ale) We matched petition on pricesensitive brands (esp. standard lager and bitter) Since the project, the category has suffered deflation, despite the tax increases (Index, EDLP environment) which forces us to update continuously 44 MUC0203922990201 Major changes on merchandising Flow changed recording to consumer decision tree Brand blocking More space to premium and multipacks Nichegondola hot spots Introduction of chillers 45 MUC0203922990201 DUMMY: Photos of before/after, Photos of chiller 46 MUC0203922990201 Major changes on pricing We decided to try promotion mechanics in order to increase weight of purchase Due to fundamental changes in the market (. emergence of Wal Mart) beer is used as a store traffic builder 47 MUC0203922990201 Category implementation approach ? We tested the new plan in four stores (2 in England, 2 in Scotland) – Trial stores outperformed control stores by 3% in turnover and 6% in profit ? We successfully traded people into more premium lagers ? We increased both peration and average spend in parison to vs. control stores ? Premium lager was most successful of all segments (20% above control stores), which was in line with our targets 48 MUC0203922990201 D. What are our key learnings? 49 MUC0203922990201 The Beer Category Management project had a number of key successes 1. Creation of a busi