啤酒业务通过伙伴分类管理获得利润增长PPT课件

.,ProfitablegrowththroughpartnershipinCategoryManagement,2,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:mengyingmy2001qq:282148179,3,“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。,.,ContentPage,A.BackgroundinformationaboutSafeway,Scottish?CourageandtheUKbeermarketB.Whatwereourmarketobjectives?C.Whatdidwedotogethertoreachourtargets?D.Whatareourkeylearnings?E.Whatareournextsteps?,.,A.BackgroundinformationaboutSafeway,ScottishCourageandtheUKbeermarket,.,SafewayisoneofthemajorsupermarketsintheUK,Turnover:8.10bnProfit:357mStores:490AverageSize:21,000sqftAverageweeklycustomercount:6million,.,ThegrocerymarketintheUKishighlyconcentratedwiththetop5playersaccountingfornearly70%,Market-ShareYeartoSept.1999,21.2,17.6,12.9,9.2,8.3,%-Share,.,DUMMY:Safewayrelativepositiononbeerisnowstrong,.,DUMMY:CorporateStructure,.,DUMMY:Keyfacts,.,DUMMY:Splitofchannels,Keybrands,.,Thetotalbrandportfolioislarge,butconcentratedinthehandsofafewowners,Ownlabel8.9%,ScottishCourage22.4%,Bass16.5%,CarlsbergTetley9.0%,Guinness5.2%,Other18.2%,Whitbread19.8%,Source:NielsenRetailAudit,ACNielsen,Marketshare(multiplegrocers),Top5Brandssharebymarket,Detergents,InstantCoffee,CatFood,Tea,Butter,spread,Yogurts,SnackProducts,Cereals,Beer,73,70,64,52,46,42,35,33,17,.,DUMMY:Long-termon&offtradeforecast,.,Thoughgrowingrapidly,Britainstakehomeshareislessthanhalfofothercountries,Takehomebeerasapercentageoftotalbeersales,USA,70%,Germany,65%,France,61%,UK,29%,Source:Canadean1998,.,DUMMY:Long-termoftradeshareofbeer,.,DUMMY:MaindifferencesbetweenGermanyandUK,.,WithintheTakeHomesectorofflicensesarestillasignificantchannel,Multiplegrocersshareofthebeerchannelhasshownnolongtermgrowthsince1995MultiplespecialistsaredefendingtheirbusinessbaseasseeninrecentmergeractivityUnderstandingcustomermotivationsbychannelandstoretypewillbevitalinorderformultiplegrocerstosuccessfullystealmarketshareinfuture,Marketsituation,%valuesharebychannel,93,94,95,96,97,MultipleGrocers,Co-op,MultipleSpecialists,Independents,Source:ACNielsen,Dec97,44.0,5.3,21.7,29.0,48.1,5.3,21.3,25.9,48.2,5.3,21.2,26.0,48.2,5.3,21.5,26.3,48.6,5.3,21.2,25.6,.,B.Whatwereourmarketobjectives?,.,DUMMY:TheBeerCategoryManagementProjectwaspartofSafewayswiderCategoryManagementinitiative,.,Safewaywantedtoimproveitsweakpositioninthemarket,%ShareinBeerIndexedonPackagedGroceriesShare(BDI),-13,-14,6,6,19,21,-6,-6,-7,-11,Sainsbury,Safeway,Somerfield,Asda,Tesco,52w/eMay0497,52w/eMay0398,Source:AGBLiqurpanelMay1998,.,!,Premiumbottleswereidentifiedasthemainopportunity,Indexedtop5lagersharevs.groceryshare,Tesco,Sainsbury,Asda,Somerfield,Safeway,Totallager(66%),Source:AGB,Stubbies(15%),PremiumBottles(9%),PremiumCans(14%),6,-14,21,-6,-12,6,-14,20,-58,17,21,-21,18,-24,-17,10,-14,32,8,-40,Mostimportantlevertoimproveprofitability,.,DUMMY:Selectingasupplierto?withannewCategoryManagementProjectwas.,.,DUMMY:Threesupplieswerecharacterizedtobe.,.,DUMMY:Scottishcouragewaschosenbasedonanumberofclearfacts,.,DUMMY:Resultsandrelationships,.,DUMMY:Cancatmangrowthecake,.,C.Whatdidwedotogethertoreachourtargets?,.,DUMMY:Safeway-ScottishCourageBrandsCategoryManagementTeam,.,DUMMY,.,Consumerunderstandinghashelpeduscometoanagreementonthecategorydefinition,Lager,Ale,Stout,Cider,Alcopops,Wines,Spirits,SoftDrinks,NARROW,BROAD,Scopeofproject,Categorydefinition,.,Wehaveidentifiedthekeysegmentsintheconsumerdecisiontree,Category,Sub-category,Subsegment,DraughtBitter,11%,Bitter,12%,RealAleBottles,6%,Standardlager,19%,Super-strengthlager,2%,Stubbies,15%,No/lowalcohol,0%,Valuelager,4%,Premiumlager,26%,StandardDraughtBitter,8%,PremiumDraughtBitter,3%,Icelager,3%,Premiumcannedlager,14%,Premiumbottledlager,9%,Bitter/Ale,29%1),Stout,5%,Lager,66%,Beer,Segments,1)%Safewayturnoverforthesegmentasa%oftotalbeer,ForecastValueofBeercategoryinSafeway152m,.,Mainchangesinourviewofthecategory,Weaddedadditionalsegmentssuchasdraftbitter,stubbiesandicelagerWemovedfromanindustry-ledtoaconsumer-drivendefinitionNotthealcoholcontent,butmorethedrinkingoccasionwasconsideredWechangedthedescriptionofoursegmentstothecustomerslanguage,.,Wedecidedtomakebeersa“preferredcategory”,EvidencefromquantitativeCross-categoryanalysis,Evidencefromqualitativeanalysis,CategoryRolePREFFERED,1.Mediumtohighmarketgrowth2.Middletolowtargetconsumerpenetration3.Hightotalspend4.HighcashprofitwithinSafeway,1.Lowtake-homeshareofferslong-termopportunities2.Safewaysrelativepositionstillweak3.Largebrewerscansupportbeersasapreferredcategory,.,DUMMY:Categoryassessmentshowsan47moppor-tunityinbeerbyattainingfairshare,.,Themainissuesidentifiedthebasisforthetacticaldecisions,Issue,Penetration,Weightofpurchase,Increaseloyalty,Driveprofitability,Action,TrafficbuildingpromotionalactivitiesIncreasevisibilityoftheaisleMultisitingforsecondaryshoppers,FocusonlagerpacksTradeshoppersfromstandardtopremiumproductsLong-termactivitiestomakepurchasinglargerpackseasier,CombatthespecialiststhroughchilledbeerPromotionalmechanicstoreducetheneedfortop-uppurchases,TradeshoppersfromstandardtopremiumandfromsmalltolargepacksIncreasepriceonRealAles,.,%spendfrom16-44s,Safewayisinanidealpositiontotakeadvantageofthegrowingpremiumlagersector,Downmarket&young,Downmarket&old,%spendfromABC1s,Upmarket&old,Valuelager,Cider,Premiumicelager,Premiumbottledlager,Superstrengthlager,Stout,StandardWidgetale,Bottledale,Asda,Sainsbury,Premiumwidget,Stubbies,Source:AGBSuperpanel,52w/e4thMay1998,Standardlager,Somer-field,Upmarket&young,Tesco,Safeway,Premiumcannedlager,TotalBeer,.,5,PremiumlagerwasidentifiedasthebiggestopportunityforSafeway,MarketshareGapQuadrant,Marketshare%,Marketgrowth%,Standard,Cheap,Superstrength,Premium,Stubbies,Top5fairShare=15.1%,10,20,15,.,TheaimwastogainFairShareby2000,Conclusion:CategoryPerformancesMeasures,Customer,Forecast1998/99,Objective1999/00,Objective2000/01,LoyaltyClosurerateAverageweightofpurchase,46.17.7,49.77.7,52.87.7,5.47,5.74,6.03,Financial,Forecast1998/99,Objective1999/00,Objective2000/01,Salesgrowth(LFL),114,116,115,Market,Forecast1998/99,Objective1999/00,Objective2000/01,Marketshare-Top5Indexedsharevs.bestoftop5,88,94,100,13.3%,14.2%,15.1%,In-storeout-of-stockAveragedepotstockcover(days),13.0,9.0,4.4,23.1,16.8,14.0,Productivity,Forecast1998/99,Objective1999/00,Objective2000/01,.,DUMMY:Explanationofmarketingstrategies,.,Wehaveassignedallthesectorsandproductstodistinctmarketingstrategies,Example:TransactionBuilding,Products,Maintacticaldirections,Lager,Bitter/Ale,Stout,StandardstubbiesStandardlagerexceptTop3brandsPremiumbottledlager6+packsPremiumcans,StandarddraughtbitterexceptTop2brandsPremiumdraughtbitter8+packsBitterexcepttopbrands,AllocatemorespacetolargerpacksizesReplace4packwith6pack(withearlyincentives)FeaturePOSonlargepacksizesImprovedtrolleydesigntoaidtransportoflargepacksBarcodedcouponsonlargestpacks,.,DUMMY:Overviewfacticalareas,.,Mainchangesinourrange,Onlager,wereducedregionallyfrom11TUregionto2therebyreducingcomplexity,Weincreasedthenumberoflargemulti-packstoincreasetransactionsize,Weintroducedmorefrequentchangesonrealale,WemaintainedthebranddifferencesbetweenScotland,EnglandandWales,.,Majorchangesonpricing,Weincreasedtheaveragepriceofhigh-loyaltybrands(esp.realale),Wematchedcompetitiononprice-sensitivebrands(esp.standardlagerandbitter),Sincetheproject,thecategoryhassuffereddeflation,despitethetaxincreases(Index,EDLPenvironment)whichforcesustoupdatecontinuously,.,Majorchangesonmerchandising,Flowchangedrecordingtoconsumerdecisiontree,Brandblocking,Morespacetopremiumandmulti-packs,Niche-gondolahotspots,Introductionofchillers,.,DUMMY:Photosofbefore/after,Photosofchiller,.,Majorchangesonpricing,Wedecidedtotrypromotionmechanicsinordertoincreaseweightofpurchase,Duetofundamentalchangesinthemarket(e.g.emergenceofWalMart)beerisusedasastoretrafficbuilder,.,Categoryimplementationapproach,Wetestedthenewplaninfourstores(2inEngland,2inScotland)Trialstoresoutperformedcontrolstoresby3%inturnoverand6%inprofitWesuccessfullytradedpeopleintomorepremiumlagersWeincreasedbothpenetrationandaveragespendincomparisontovs.controlstoresPremiumlagerwasmostsuccessfulofallsegments(20%abovecontrolstores),whichwasinlinewithourtargets,.,D.Whatareourkeylearnings?,.,TheBeerCategoryManagementprojecthadanumberofkeysuccesses,1.Creationofabusinessplanandtrialinarecordbreaking4months2.SafewayandScotish-Courageworkingtogetherasasingleteam3.RadicalchangeintrialstoresachievedthroughBustingBarriers4.IdentificationofKeyactivitiestotakefromtrialintorollout,.,Ourworktogetherhasi