《品类管理个案研究》—步步高总经理曹智慧

Report
品类管理个案研究:婴儿奶粉
Category Management in Action
A Case Study: Infant Milk Formula
沈阳IGA会议 2014年9月11日-12日
IGA Shenyang Conference 11-12th, Sep, 2014
Speaker Profile
曹智慧 步步高超市事业部长沙区域总经理
General Manager of Changsha District, Bubugao Food Business Unit
• 曹智慧,现任步步高超市事业部长沙区域总经理,主管长沙市内大
卖场营运工作。
• 从事零售业有10年经验,曾任步步高食品类采购部长,与玛氏、
箭牌、卡夫、伊利等合作商有过品类管理合作经验。
Cao Zhihui, General Manager of Changsha District, Bubugao Food Business Unit, takes charge of
hypermarket operation of Changsha downtown area .
He has 10 years retailing experiences and more than 7 years of conducting category management . Cao
zhihui was senior merchandise manager and worked with Mars, Wrigley, Kraft and Yili together in this
area.
品类管理个案Category Management In Action – A Case Study
品类:婴儿奶粉 Category: Infant Milk Formula
• 2009-2013年情景 Situation in 2009 - 2013
– 历经全比销售负增长 Experienced total negative sales grow
– 食品安全事故 Food safety issue
– 激烈的竞争环境,其对手是来自于步步高周边的母婴店及网购
Experience intense competition, one of them was from baby and
mother shops around BBG stores.
– 品类战略及策略不到位 Category Strategy and Tactic was not in place
品类管理业务流程
The Category Management Business Process
品类定义
Category Definition
品类角色
Category Role
品类评估
Category Assessment
品类回顾
Category Review
品类回顾:定期衡量,监
测和修改品类经营计划
Category Review: To measure, monitor
and modify the Category Business Plan
on a periodic basis
品类业绩指标
Category Performance
Measures
品类定义:从消费者的角度来确定商品的组成和细分Category
Definition: To determine the products that makes up the category and its
segmentation from the consumers perspective
品类角色: 通过对跨品类对比,同时考虑消费者,市场和零售
商的信息,为品类制定和指定一个角色
Category Role: To develop and assign a role for the category based on a cross
category comparison, considering consumer, market and retailer information
品类评估:回顾消费者,市场,零售商及供应商信息,对品类,次品类和
小分类等的商品进行分析
Category
Assessment: To Conduct an analysis of the category sub category segments, etc by
reviewing consumer, market, retailer and supplier information
品类业绩指标:建立品类的业绩指标和目标
Category Performance Measures: To establish the category’s performance measures
and targets
品类策略:制定营销和产品供应策略,实现品类角色和业绩目标Category
品类战略
Category Strategies
品类战术
Category Tactics
计划实施
Plan Implementation
Strategies: To develop the marketing and product supply strategies that realize the
category role and performance objectives
品类战术:确定最佳的商品分类,定价,货架陈列及促销战术,确保品别
战略的实施
Category
Tactics: To determine the optimal assortment, pricing, shelf presentation and
promotion tactics that ensure the category strategies are implemented
计划实施:通过一个具体的时间表和责任清单来执行品类业务计划
Plan Implementation: To Implement the category business plan through a specific
schedule and list of responsibilities
品类管理个案研究 Category Management In Action – A Case Study
品类:婴儿奶粉 Category : Infant Milk Formula
品类角色:目标品类 Category Role : Destination
品类角色
特点
品类战略&策略
品类目标
配置
定价
空间管理
首要品类,持续
吸引目标顾客
发展并以此提升 根据货架空间
主要位置,高货
目标品类 的重要品类和
领导市场价格
门店形象,体现 优化SKU
架陈列
门店形象
消费者价值
促销
活动多
品类管理个案研究 Category Management In Action – A Case Study
品类:婴儿奶粉 Category : Infant Milk Formula
品类角色:目标品类
Category Role : Destination
Category Strategy & Tactics
Category
Roles
Characteristics
Destination Significant
Category to target
consumer and
Store Brand
Category Goals
To be The Primary Category
provider that defines The
Store Brand As The Store Of
Choice By Delivery Superior
Consumer Value On A
Consistent Basis
Assortment
Pricing
Space
Promotion
Management
Optimize
Leadership Prime
High
SKUs against
location and activity
space
high cube
level
allocated
allocation
婴儿专区 Baby Center
品类管理个案研究CATEGORY MANAGEMENT IN ACTION – A CASE STUDY
婴儿配方奶粉品类规划
Infant Milk Formula Category Plan
Executive Summary 经营小结
全比销售2891.45万
2012年
全比销售9082.87万
全比增长3.16%
The sales of infant milk reached
90.82million and grow by 3.16%.
可比销售 8545.8万
可比增长 2.47%
The comparable sales of
85.45 million with 2.47%
growth.
全比增长25.6%
婴儿
奶粉
Infant
Milk
Sales reached 28.91 million and
grow by 25.6%.
2013年1~3月
可比销售 2655.77万
可比增长 16.44%
Comparable sales reached
26.55million and grow by 16.14%.
本年品类销售呈现正增长,品类毛利率下降,是因为增加DM力度,扩大市场影响力。通过此次品类回顾,
决定了策略和行动方案来保持其正增长 (10%--20%),与此同时,把毛利率从6.06%改善至6.38%。
In order to exert more influence to the market and strengthen our DM, though the sales showed positive growth, the
category GP% dropped. Through the category review, the strategy and action plan will focus on maintaining positive
growth and improving GP% from 6.06% to 6.38%.
Strategy and Plan 策略和方案
配置和空间分布
Assortment and Space Distribution
扩大品牌分销
Expansion of brand
优化排面
Optimization of facing
扩大优势品牌的分销,主
优化三连盒的排面,将陈
要是进口奶粉品牌,从现
列面从排面最低层调整到
大卖场A、B类门店,覆
排面中间,促进三连盒的
盖到所有大卖场及超市。
购买。
To expand the distribution
of competitive brand such
as imported infant milk
and cover the items to all
stores.
To adjust triple-pack from
the bottom of facing to
the middle in order to get
more sales of triple pack.
优化布局
Optimization of layout
现有货架单品数非常合理,不
需要缩减货架单品。8组、10组
货架平钧销售金额最好、周转
较低,而14组、16组货架平钧
货架销售金额较低,周转非常
高,未来应减少此类货架布局。
Currently, the shelf and Skus is
reasonable, the brands with 8
bays -10 bays involve high sales
and low inventory days.
Therefore, new opening store
should follow the pattern while
products with 14 bays-16bays
should be reduced.
Strategy and Plan 策略和方案
竞争性
Competition
针对所有竞争城市竞争对手做的市调
数据。需要改变原有的定价策略,按
定价
Pricing
提高毛利
Higher margin
我们决定将会有4个价格区间,用于与当地
竞争者竞争。(请见附件 定价分析&策略)
竞争城市对手价格,调整我们的敏感
由于是价格更具竞争性的价格区间,将致使
品项,让我们的单品更具有竞争性。
毛利率下降2.99%。然后,我们计划改善对
To adjust pricing of sensitive
items based on competitors
prices check.
应毛利率从6.06%改善至6.38% 。这将通过
减少店促贡献而提高其毛利率。
To set up 4 price zone which can be applied
to local competition. Due to the price zone
need to be competitive, which will lead to
GP% drop about 2.99%,afterwards,we plan to
improve the margin from 6.06% to 6.38% by
reducing in store promotion.
Strategy and Plan 策略和方案
促销 Promotion
1
2013年,我们将海报促销占比
提升到33.82%。(2012年的
15%)2013年1-3月份,我们
做了婴儿奶粉超低特价、婴儿
奶粉全品类折扣、全品类买立
减、重点品牌买立减等品类折
扣。效果很好,销售提升很
高。
In 2013,we will increase the CTS of
DM to 33.82%(while in 2012 the
figure is 15%).During Jan-Mar we did
several discount events for infant
milk which greatly stimulate the
sales.
2
我们将人气单品在海报中的占
比从4.73%提升到9.59%,牺
牲3.47%的毛利来提升销售。
婴儿奶粉针对性非常强,因此
不适合做某一单品的低价活
动,而品牌活动的效果远比单
品驱动要好。
We increase the rate of hero items on
DM from 4.73% to 9.59% by sacrificing
3.47% margin to gain sales. Among the
marketing event for infant milk,
promotion by brands achieve better
effect than by low price or by item.
3
有效的控制了店促,将店促占
比从15.45%降低到12.17%,
同时毛利率提升2.9%,未来
我们仍将控制店促,除每周三
的折扣、个别门店应对竞争外,
减少店促。
To reduce the in store promotion rate
from 15.45% to 12.17% ,meanwhile,
to increase 2.9% of margin. We
should better control the in store
promotion except every Wednesday
discount.
2010年-2013年婴儿奶粉市场份额趋势
Infant Milk Formula Market Share Trend 2010 - 2013
数据来源:2010-2013年尼尔森扫描跟踪报表
Source: Nielsen Scan Track Report 2010 - 2013
2012年1月-2013年12月 婴儿奶粉市场份额趋势
Infant Milk Formula Market Share Trend Jan 2012 – Dec 2013
数据来源: 2012年1月-2013年12月尼尔森扫描追踪报表
Source:
Nielsen Scan Track Report Jan 2012 - Dec 2013
品类管理实行的关键挑战
Key Challenges of Category Management Implementation
• 项目思维:这并不是一个项目,而是在品类层面贯穿于整个业务流程,囊
括公司战略框架,从而实现财务及其他各项方面的目标。
Project Mindset – it is not a project but a business process at the category level
within the frame of the company’s strategy in order to achieve financial and
other goals and objectives
• 筒仓思维:没有兼容于各个部门(采购、营运、门店规划)的整合战略及
流程
Silo Mindset – No integrated strategy and processes among divisions (MD,
Operation, and Store Planning)
• 缺乏品类管理流程的倡导
Lack of Champion to lead the category management processes
品类管理实行的关键挑战
Key Challenges of Category Management Implementation
• 缺乏应运流程的技能(例如:财务与市场营销结合的技能)
Lack of skill to apply the processes (i.e. a combination Financial skills and
Marketing skills)
• 缺乏员工保证-整体流程耗时(例如:收集与分析数据)
Lack of commitment from the staffs – the process is time consuming (i.e. to
collect and to analyze data)
• 缺乏重要的市场数据来甄别机会点
Lack of market data that is important to identify opportunities
• 如果对于流程不够谨慎,有可能导致“无效分析”—过度分析数据导致不
采取实质行动措施。If not cautious the process can lead to “Analysis
paralysis” – over analyzing data so that a decision or action is never taken
一个团队 一起成功
ONE TEAM ONE DREAM

similar documents