某公司聯(lián)合利華品類管理研究方案(英文版)-文庫吧資料
2025-01-10 15:50本頁面
【正文】 i t h i n 1 5 % o f t h e co m p e t i t i o n , (p e rp a ck ).Pricing Tactics As a PRIORITY Category, we should adopt STRONGLY COMPETITIVE pricing. Rol e S he l v i ng Ta c t i c sD est i nat i on B e s t Sto re l o c a t i o n 。 s re p re s e n t e d .P r i ori t y B r o a d R a n g e : At l e a st a s w i d e a s t h e co mp e t i t o r, w i t h so mea d d i t i o n a l i t e m s. Al l su b c a t e g o r i e s, se g me n t s a n d b r a n d sre p re se n t e d .B asi c B a s i c R a n g e : C o mp e t i t i v e w i d t h , t h e ma j o ri t y o f i t e m s t h eco n su m e r w o u l d e xp e ct i s a v a i l a b l e . Al l su b c a t e g o r i e s, Ma j o rBra n d s a n d M a j o r SKU 39。Pri ce , Se rv i ce , Q u a l i t y , Va ri e t y .Category Strategies (Page 11) We use a different mix of Strategies, for each Category Role. C at ego r y R ol esS t ra t e g yM a t ri xD e s t in a t io n P r io r it y B a s ic S e a s o n a l C o n v e n ie n c eT r af f i cB ui l di ngX X XT r ans a ct i onB ui l di ngX X X XC ashG ene r at i onXP r ofi tG ene r at i onX X X XT urfD ef end i ngXE xci t em entC r eat i onX XCategory StrategiesI m ageE nh anc em entXBalanced Profit. Assign Strategies to Segments. (Page 12) C at egor y Segm ent St r at egi esC o n ce n t ra t e T ra f f i c Bu i l d i n gC o n v e n t i o n a l T ra n sa cti o n Bu i l d i n gHDL C a sh Ge n e ra t i o nSo f t e n e r T ra n sa cti o n Bu i l d i n gLDL Pr o f i t Ge n e ra t i o nSo a p Pr o f i t Ge n e ra t i o nPr e T re a t T ra n sa cti o n Bu i l d i n gBl e a ch Pr o f i t Ge n e ra t i o nSegments 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。 s) C a sh M g n C a sh M g nC oncent r at e 4 9 2 4 . 0 3 . 5 1 % 4 9 0 0 . 0 4 . 2 1 %C onvent i onal 4 4 9 8 . 9 4 . 6 0 % 4 4 6 0 . 0 4 . 9 5 %HDL 1 0 1 8 3 . 5 1 5 . 5 0 % 1 0 7 4 7 . 5 1 7 . 1 1 %S of t ener 2 3 7 5 . 1 9 . 1 0 % 2 4 8 2 . 5 9 . 4 0 %Po i n t G a p = 0 . 9 1O p p G a p = $ 3 , 5 1 2LD L 2 7 0 2 . 8 1 1 . 6 0 % 3 0 1 7 . 5 1 3 . 7 8 %S oap 4 1 6 1 . 3 1 4 . 3 0 % 4 1 8 2 . 5 1 6 . 2 1 %P r e T r eat 2 3 5 6 . 2 1 5 . 4 0 % 1 8 3 2 . 5 1 6 . 6 6 %B l each 3 1 0 6 . 8 1 0 . 1 2 % 3 3 7 5 . 0 1 0 . 9 9 %T O T A L 3 4 3 0 8 . 6 8 . 0 1 % 3 4 9 9 7 . 5 9 . 0 9 %Excl u d i n g D e cl i n e s, Ma rg i nI m p ro v e m e n t O p p o rt u n i t y$ 1 1 , 4 4 7Clear Opportunities for Improvement Category Segment Assessment (Profit) R e ta i l e r Sh a r e v s Ma r k e t G r o w th 1 1 . 0 0 % 6 . 0 0 % 1 . 0 0 %4 . 0 0 %9 . 0 0 %1 4 . 0 0 % 3 . 0 0 % 2 . 0 0 % 7 . 0 0 % 1 2 . 0 0 %R e t a i l e r S h a r eMarket GrowthC o n c e n t r a t eC o n v e n t i o n a lHDLS o f t e n e rL D LS o a pP r e T r e a tB l e a c hWinners (HH) Sleepers (HL) Opportunity Gaps (LH) Questionable (LL) Size of Bubble equals Size of Segment Only one clear “Winner” segment, (and it’s small). Category Assessment (Retailer Performance in Market) R e ta i l e r Sh a r e v s Ma r k e t G r o w th0 . 5 0 %2 . 5 0 %4 . 5 0 %6 . 5 0 %2 . 5 0 %R e t a i l e r S h a r eMarket GrowthC o n c e n t r a t eC o n v e n t i o n a lHDLS o f t e n e rB l e a c h…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. O bj ect i v e: R egai n M a r ket S har e and M ai nt ai n C ash P r of i t abi l i t y .Tot a l Ca t e gor y Last Y ear Thi s Y ear N ex t Y ear S har e P oi ntG apM a r ket S al es 7449 7702 7802. 0G r o w t h 3. 40 % 0. 13 %R et ai l er S al es 428. 3 385. 1R et ai l er
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