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1、- 1 -Profitable growth through partnership in Category ManagementMUC-0203-92299-02-01低价转让:超低价转让3800元买回的管理咨询资料,有兴趣的朋友请联系.mail: qq: 2821481792“咨询全案资料完整版”与市面上流行的零散的几百元的一些所谓咨询报告PPT文件绝不相同与其他出售资料书籍，网上下载的绝不相同!此次开放的“咨询全案资料”包括麦肯锡、波士顿、毕博、罗兰贝格、埃森哲等国际知名咨询公司和北大纵横、新华信、远卓、汉普等优秀的本土咨询公司2000年至2004年期间的咨询项目资料及相关方法、工具及成
2、果。“咨询全案资料”中含有咨询项目过程性文件和完整的提交文件，相信这些资料不论对于您本人还是贵公司都有很好的参考价值和借鉴意义。对于咨询人士来说，“咨询全案资料”更是撰写项目建议书、编制咨询报告、建立行业知识库、建立公司自身方法体系、咨询项目接单及过程管理等活动的有效支持工具。“咨询全案资料”列表请查阅附件。为确保您放心购买，您可以提前验证资料的真实性和价值性。您可以向我们索取资料详尽目录，在目录里任选两份文档，告诉我们这两份文档的标题，我们会通过email或QQ传给您，方便您进行资料品质的校验。3- 4 -ContentPageA.Background information about S
3、afeway, Scottish ?Courage and the UK beer marketB.What were our market objectives?C.What did we do together to reach our targets?D.What are our key learnings?E.What are our next steps?MUC-0203-92299-02-01- 5 -A.Background information about Safeway, Scottish Courage and the UK beer marketMUC-0203-922
4、99-02-01- 6 -Safeway is one of the major supermarkets in the UKTurnover: 8.10 bnProfit: 357 mStores: 490Average Size: 21,000sqftAverage weekly customer count:6 millionMUC-0203-92299-02-01- 7 -The grocery market in the UK is highly concentrated with the top 5 players accounting for nearly 70%Market-S
5、hare Year to Sept. 199921.217.612.99.28.3%-ShareMUC-0203-92299-02-01- 8 -DUMMY: Safeway relative position on beer is now strongMUC-0203-92299-02-01- 9 -DUMMY: Corporate StructureMUC-0203-92299-02-01- 10 -DUMMY: Key factsMUC-0203-92299-02-01- 11 -DUMMY: Split of channels, Key brandsMUC-0203-92299-02-
6、01- 12 -The total brand portfolio is large, but concentrated in the hands of a few ownersOwn label 8.9%ScottishCourage22.4%Bass 16.5%Carlsberg Tetley 9.0%Guinness 5.2%Other 18.2%Whitbread19.8%Source: Nielsen Retail Audit, AC Nielsen Market share (multiple grocers)Top 5 Brands share by marketDetergen
7、tsInstant CoffeeCat FoodTeaButter, spreadYogurtsSnack ProductsCerealsBeer737064524642353317MUC-0203-92299-02-01- 13 -DUMMY: Long-term on & off trade forecastMUC-0203-92299-02-01- 14 -Though growing rapidly, Britains take home share is less than half of other countriesTake home beer as a percentage o
8、f total beer salesUSA70%Germany65%France61%UK29%Source: Canadean 1998 MUC-0203-92299-02-01- 15 -DUMMY: Long-term of trade share of beerMUC-0203-92299-02-01- 16 -DUMMY: Main differences between Germany and UKMUC-0203-92299-02-01- 17 -Within the Take Home sector off licenses are still a significant ch
9、annelMultiple grocers share of the beer channel has shown no long term growth since 1995Multiple specialists are defending their business base as seen in recent merger activityUnderstanding customer motivations by channel and store type will be vital in order for multiple grocers to successfully ste
10、al market share in futureMarket situation% value share by channel9394959697Multiple GrocersCo-opMultiple SpecialistsIndependentsSource: AC Nielsen, Dec 9744.05.321.729.048.15.321.325.948.25.321.226.048.25.321.526.348.65.321.225.6MUC-0203-92299-02-01- 18 -B.What were our market objectives?MUC-0203-92
11、299-02-01- 19 -DUMMY: The Beer Category Management Project was part of Safeways wider Category Management initiativeMUC-0203-92299-02-01- 20 -Safeway wanted to improve its weak position in the market% Share in Beer Indexed on Packaged Groceries Share (BDI)-13-14661921-6-6-7-11SainsburySafewaySomerfi
12、eldAsdaTesco52w/e May 04 9752w/e May 03 98Source: AGB Liqurpanel May 1998 MUC-0203-92299-02-01- 21 -!Premium bottles were identified as the main opportunityIndexed top 5 lager share vs. grocery shareTescoSainsburyAsdaSomerfieldSafewayTotal lager (66%)Source: AGB Stubbies (15%)Premium Bottles (9%)Pre
13、mium Cans (14%)6-1421-6-126-1420-581721-2118-24-1710-14328-40Most important lever to improve profitabilityMUC-0203-92299-02-01- 22 -DUMMY: Selecting a supplier to ? with an new Category Management Project was .MUC-0203-92299-02-01- 23 -DUMMY: Three supplies were characterized to be . MUC-0203-92299-
14、02-01- 24 -DUMMY: Scottish courage was chosen based on a number of clear factsMUC-0203-92299-02-01- 25 -DUMMY: Results and relationshipsMUC-0203-92299-02-01- 26 -DUMMY: Can catman grow the cakeMUC-0203-92299-02-01- 27 -C.What did we do together to reach our targets?MUC-0203-92299-02-01- 28 -DUMMY: S
15、afeway - Scottish Courage Brands Category Management TeamMUC-0203-92299-02-01- 29 -DUMMYMUC-0203-92299-02-01- 30 -Consumer understanding has helped us come to an agreement on the category definitionLagerAleStoutCiderAlcopopsWinesSpiritsSoft DrinksNARROWBROADScope of projectCategory definitionMUC-020
16、3-92299-02-01- 31 -We have identified the key segments in the consumer decision treeCategorySub-categorySubsegmentDraught Bitter11%Bitter12%Real Ale Bottles6%Standard lager19%Super-strength lager2%Stubbies15%No/low alcohol0%Value lager4%Premium lager26%Standard Draught Bitter8%Premium Draught Bitter
17、3%Ice lager3%Premium canned lager14%Premium bottled lager9%Bitter/Ale29%1)Stout5%Lager66%BeerSegments1) % Safeway turnover for the segment as a % of total beerForecastValue of Beer category in Safeway 152 mMUC-0203-92299-02-01- 32 -Main changes in our view of the categoryWe added additional segments
18、 such as draft bitter, stubbies and ice lagerWe moved from an industry-led to a consumer-driven definitionNot the alcohol content, but more the drinking occasion was consideredWe changed the description of our segments to the customers languageMUC-0203-92299-02-01- 33 -We decided to make beers a “pr
19、eferred category”Evidence from quantitative Cross-category analysisEvidence from qualitative analysisCategory RolePREFFERED1. Medium to high market growth2. Middle to low target consumer penetration3. High total spend4. High cash profit within Safeway1. Low take-home share offers long-term opportuni
20、ties2. Safeways relative position still weak3. Large brewers can support beers as a preferred categoryMUC-0203-92299-02-01- 34 -DUMMY: Category assessment shows an 47m oppor-tunity in beer by attaining fair shareMUC-0203-92299-02-01- 35 -The main issues identified the basis for the tactical decision
21、sIssuePenetrationWeight of purchaseIncrease loyaltyDrive profitabilityActionTraffic building promotional activitiesIncrease visibility of the aisleMulti siting for secondary shoppersFocus on lager packsTrade shoppers from standard to premium productsLong-term activities to make purchasing larger pac
22、ks easierCombat the specialists through chilled beerPromotional mechanics to reduce the need for top-up purchasesTrade shoppers from standard to premium and from small to large packsIncrease price on Real AlesMUC-0203-92299-02-01- 36 -% spend from16-44sSafeway is in an ideal position to take advanta
23、ge of the growing premium lager sectorDown market & youngDown market & old% spend from ABC1sUp market & oldValue lagerCiderPremium ice lagerPremium bottled lagerSuperstrengthlagerStoutStandard Widget aleBottled aleAsdaSainsburyPremium widgetStubbiesSource: AGB Superpanel, 52 w/e 4th May 1998 Standar
24、d lagerSomer-fieldUp market & youngTescoSafewayPremium canned lagerTotal BeerMUC-0203-92299-02-01- 37 -5Premium lager was identified as the biggest opportunity for SafewayMarket share Gap QuadrantMarket share %Marketgrowth %StandardCheapSuper strengthPremiumStubbiesTop 5 fair Share = 15.1%-101020304
25、050102015MUC-0203-92299-02-01- 38 -The aim was to gain Fair Share by 2000 Conclusion: Category Performances MeasuresCustomerForecast1998/99Objective1999/00Objective2000/01LoyaltyClosure rateAverage weightof purchase46.17.749.77.752.87.7 5.47 5.74 6.03FinancialForecast1998/99Objective1999/00Objective
26、2000/01Sales growth (LFL)114116115MarketForecast1998/99Objective1999/00Objective2000/01Market share-Top 5Indexed sharevs. best of top 5889410013.3%14.2%15.1%In-store out-of-stockAverage depot stock cover (days)13.09.04.423.116.814.0ProductivityForecast1998/99Objective1999/00Objective2000/01MUC-0203-
27、92299-02-01- 39 -DUMMY: Explanation of marketing strategiesMUC-0203-92299-02-01- 40 -We have assigned all the sectors and products to distinct marketing strategiesExample: Transaction BuildingProductsMain tactical directionsLagerBitter/AleStoutStandard stubbiesStandard lagerexcept Top 3 brandsPremiu
28、m bottled lager6+packsPremium cansStandard draught bitterexcept Top 2 brandsPremium draught bitter8+packsBitterexcept top brandsAllocate more space to larger pack sizesReplace 4 pack with 6 pack (with early incentives)Feature POS on large pack sizesImproved trolley design to aid transport of large p
29、acksBar coded coupons on largest packsMUC-0203-92299-02-01- 41 -DUMMY: Overview factical areasMUC-0203-92299-02-01- 42 -Main changes in our rangeOn lager, we reduced regionally from 11 TU region to 2 thereby reducing complexityWe increased the number of large multi-packs to increase transaction size
30、We introduced more frequent changes on real aleWe maintained the brand differences between Scotland, England and WalesMUC-0203-92299-02-01- 43 -Major changes on pricingWe increased the average price of high-loyalty brands (esp. real ale)We matched competition on price-sensitive brands (esp. standard
31、 lager and bitter)Since the project, the category has suffered deflation, despite the tax increases (Index, EDLP environment) which forces us to update continuouslyMUC-0203-92299-02-01- 44 -Major changes on merchandisingFlow changed recording to consumer decision treeBrand blockingMore space to prem
32、ium and multi-packsNiche-gondola hot spotsIntroduction of chillersMUC-0203-92299-02-01- 45 -DUMMY: Photos of before/after,Photos of chillerMUC-0203-92299-02-01- 46 -Major changes on pricingWe decided to try promotion mechanics in order to increase weight of purchaseDue to fundamental changes in the
33、market (e.g. emergence of Wal Mart) beer is used as a store traffic builderMUC-0203-92299-02-01- 47 -Category implementation approachWe 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 profitWe successfully traded pe
34、ople into more premium lagersWe increased both penetration and average spend in comparison to vs. control storesPremium lager was most successful of all segments (20% above control stores), which was in line with our targetsMUC-0203-92299-02-01- 48 -D.What are our key learnings?MUC-0203-92299-02-01-
35、 49 -The Beer Category Management project had a number of key successes1. Creation of a business plan and trial in a record breaking 4 months2. Safeway and Scotish-Courage working together as a single team3. Radical change in trial stores achieved through Busting Barriers4. Identification of Key act
36、ivities to take from trial into roll outMUC-0203-92299-02-01- 50 -Our work together has identified a number of things (1)DoDontHave a clear objective for the projectFocus on the Big winsDrive out action that is customer focussedWork as one teamLook for joint winsContinue to reanalyse ? motivation ?M
37、aintain hidden agendasMUC-0203-92299-02-01- 51 -Our work together has identified a number of things (2)Manage internal expectations (long term vs. short term)Budget effectivelyDeploy sufficient resources and expertiseRelevant data sharing both parties? Formidable wider teams ? Remain important ?Loos
38、e sight of objectives vs. processUnderestimate workloadMisuse trust and confidenceDoDontMUC-0203-92299-02-01- 52 -The soft factors are probably as important as the hard benefitsWinning the 50/50sExposure to broader teamsSeeing your business through customer eyesQuicker decisions/reaction in bureaucr
39、acyHave fun togetherMUC-0203-92299-02-01- 53 -MUC-0203-92299-02-01- 54 -E.What are our next steps?MUC-0203-92299-02-01- 55 -DUMMY:MUC-0203-92299-02-01- 56 -Next challengesReview of our business plan to reflect the fundamental changes in the marketplaceIdentify key levers to achieve profitable growth
40、 in this environmentWork on integration of supply-chain issues to reduce stock holding and to improve forecastingMUC-0203-92299-02-01- 57 -rb addressesARGENTINARoland Berger y Asociados S.A.International Management ConsultantsTte. Gral. J.D. Peron 346 - Piso 51038 Buenos AiresPhone+54-11-43 42 14 98
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53、ger AGInternational Management ConsultantsDufourstr. 56CH-8008 ZurichPhone+41-1-2 67 41 11Fax+41-1-2 67 41 19UKRAINERoland Berger & Partner GmbHInternational Management Consultants23 Shota Rustaveli Str., Apt. 10252023 KievPhone+380-2 27 09 83Fax+380-44-2 46 78 54USARoland Berger & Partner, LLCInternational Management Consultants100 West Big Beaver Road, Suite 200Troy, MI 48084 Phone+1-248-6 80 67 30Fax+1-248-6 80 67 3190, Park Avenue, Suite 1600New York, N.Y. 10016Phone+1-212-9 84 10 97Fax+1-212-3 51 50 66MUC-0203-92299-02-01
