【正文】 CON 2 .7 K G RE F IL L 159 107 NcSegment Promotion Review (Price Point) Almost all promotion price points are higher than the petitors. Page 19 outlines the current Price Point differential between the Retailer and his Competitors. Promotion Review Impact In most cases, Price Elasticity and OnSale Mix are not well understood. The remendation is ESTIMATE the impact, and MEASURE the Actual Result for input to the next review. Segment Pricing Review Page 20 details the current pricing for the Retailer, and his Competitors. While the Retailer is petitive against Comp 1, (a high/low retailer), he is not petitive on shelf for the major ponents of the segment. SK U S h a r e S a l e s U n i t s S h e l fP r i c eM a r g i n%C a s hP r o f i tS h e l fP r i c eM a r g i n%C a s hP r o f i tA T T A C K L I A N G T S A I 1 . 2 K G CO N 5 . 3 % 6 1 8 5 5 6 7 4 4 109 3 . 0 0 % 186 109 3 . 0 0 % 173A T T A C K L I A N G T S A I 2 K G CO N C 1 9 . 9 % 2 3 1 6 2 1 5 9 7 3 9 145 2 . 1 0 % 486 146 2 . 7 7 % 601A T T A C K S U P E R C O N . 1 . 2 K G 7 . 7 % 8 9 1 2 8 1 7 6 5 109 3 . 0 0 % 267 109 3 . 0 0 % 249A T T A C K S U P E R C O N . 2 K G 2 4 . 2 % 2 8 1 8 2 1 9 4 3 5 8 145 2 . 1 0 % 592 146 2 . 7 7 % 731B . C . S . U L T R A C ON . 1 K G R E F I L L 2 . 0 % 2 2 8 2 2 3 0 5 1 99 6 . 0 0 % 137 99 6 . 0 0 % 127B . C . S . U L T R A C ON . 1 . 2 K G P R I M 6 . 1 % 7 0 9 6 6 1 7 0 7 115 7 . 0 0 % 497 109 1 . 8 8 % 118B . C . S . U L T R A C ON . 2 . 7 K G R E F . 1 5 . 8 % 1 8 3 3 6 9 7 0 1 6 189 6 . 0 0 % 1 1 0 0 185 3 . 9 7 % 662C OL OR C A R E C ON . 1 K G RE F I L L 1 . 4 % 1 6 6 2 1 6 7 9 1 99 6 . 0 0 % 100 99 6 . 0 0 % 133C OL OR C A R E C ON . 1 . 2 K G PR I M 2 . 2 % 109 1 . 8 8 % 147C OL OR C A R E C ON . 2 . 7 K G RE F . 7 . 4 % 8 5 6 0 4 5 2 9 2 189 6 . 0 0 % 514 185 3 . 9 7 % 309J E T B E S T C ON C E N T R A T E 1 . 5 K G 1 . 7 % 2 0 1 4 1 5 6 1 4 129 1 5 . 0 % 302 129 1 5 . 0 % 281L A N P A O CO N 2 K G 1 . 9 % 135 1 8 . 8 % 391T I D E C ON . 3 9 OZ / 4 2 O Z 0 . 1 % 75 378 199 1 3 . 0 % 10T I D E C ON . 9 2 OZ / 2 . 6 K G 1 . 4 % 1 6 2 5 3 7 3 6 435 1 3 . 0 % 211 449 1 5 . 7 % 245W U L I N C ON 1 K G RE F I L L 0 . 4 % 424 4 7 6 3 89 6 . 0 0 % 25 95 1 1 . 9 % 326W U L I N C ON 1 . 2 K G PR I M 2 . 6 % 99 2 . 0 2 % 145W U L I N C ON 2 . 7 K G RE F I L L 6 . 8 % 7 8 8 3 4 4 0 4 0 179 6 . 0 0 % 473 175 3 . 8 5 % 2761 1 6 4 0 0 8 0 4 9 9 4 4 . 2 1 % 4 9 0 0 4 9 1 4ALL prices now petitive, with NO margin loss! Shelf Placement Review Programs such as “Spaceman” and “Apollo” assist greatly. Key elements are ? Balancing “Days of Supply” on shelf. ? Using Minimum Facings Rules and Maximum DOS to remend deletions. ? Allocating any “spare” space to SKU’s that support the Segment Strategy. Balance the Plan Each Tactical Decision has produced a change in Sales Profit. Add up the value of each change and pare with the original targets in the Scorecard section. Adjust the plans. Agree with Management that the result is acceptable. Implementation. Communicate the Objectives, Targets and Strategies to EVERYONE involved in implementation. Set and AGREE implementation timing. Do tests instore for shelving changes. Check, check, check that agreed actions happen! Review After a reasonable period of time。 ? Check actual results against plan. ? Analyze and understand variance to plan. ? Start the process AGAIN by reworking the Category Assessment, and either confirming or revising the Category and Segment Targets. REMEMBER: Category Management is a Process, NOT a task! Case Study Result Con ce ntra tePla nLas t Year This Year Next Year Share Poin tGapMarke t Sales 2156 2242 2264Growth % %Retaile r Sales 140 .3 116 .4 126 .4Retaile r Share % % %Retaile r F air Share % % Cash Profi t 4 0 4% Margin % % %Con ce ntra teTa rge tLas t Year This Year Next Year Share Poin tGapMarke t Sales 2156 2242 2264Growth % %Retaile r Sales 140 .3 116 .4 120 .0Retaile r Share % % %Retaile r F air Share % % Cash Profi t 4 0 0% Margin % % %