品类管理与消费者关系研究

CategoryManagement,UnderstandingtheconsumeraskeytosuccessDionisioSeissusGarcaAnaCludiaFioratti,ESOMAR,MxicoOctober2004,ConsumerPanel,Methodology,ContinuousResearchthathasthemainobjectivetounderstandthesamegroupofhouseholds,thespontaneouspurchasebehaviorofconsumers.DiaryPurchasesofmorethan70massconsumptioncategories(Food,HouseholdCleaning,PersonalCareandNonAlcoholicBeverages),LatinAmericanCoverage,Coverage:14CountriesSample:25,000HouseHolds,CategoryManagementAnalysis,Opportunitiesformanufacturesandretailerspermitingto:IdentifythecustomersofaChainA,evaluatinginwhichotherchannelsofdistributionandsupermarketchainstheyalsodotheirpurchasesKnowthebuyersloyaltylevelofaChainA,searchingforpossiblecategoriesorproductportfoliosmixedbusinessopportunitiesQuantifythe“lostbusiness”ofChainA:Whotherealcompetitorisattheconsumermomentofdecidingtopurchase?Howmuchcouldbegainedinsales,whenaconcretemarketingstrategyisdevelopedtorecoverthelostexpense?,Benefitsofthetoolspresented,PhasesofCategoryManagement,10million,100million,40million,CategoryVolumeoftheChain:Chainsmarketshare,CategoryVolumeinallchannelsofdistribution,CategoryVolumemadebythechainscustomers,10million,OnlyasmallproportionoftheChainsconsumers,buythecategoryatthesamechain,AssessmentoftheChainsSalesVolume,1.Knowthebusinessvolume,thechainssmarketshare,andthecustomersoftheespecificchain,Theloyaltyis25%thentotalpotentialis30million.,LoyaltyoftheChainsSalesVolume,2.Measurechainloyaltyindeterminedcategoryandtheexpensecompetitorsloss,Whichchainsandchannelsofdistributionarethe“receivers”ofConsumersChainXlostexpenses?,AssessmentofthelostexpensesofChainX(%),3.Expenseanalysis,WheredoestheChainXstandatthemoment?Whatshouldwefocusontoattractmorecustomersorkeeptheloyalcurrentone?,HIGHPOTENTIAL,LOWPOTENTIAL,Manycategorybuyers,whobuyelsewhere.,Fewcategorybuyers,whobuyelsewhere.,Manycategorybuyers,buyingatChainX,Fewcategorybuyers,whohoweverbuyatChainX.,OPPORTUNITIES,STRENGTHS,WEAKNESS,PROFIT/GAINS,LOWLOYALTY,HIGHLOYALTY,4.Knowthechainandcompetitorspositioning,MarketPotencialEvaluation,5.Measurethemainfactorswhichgeneratelosses,Itestablisheswhethertheseslossesaretheresultsofsensitivitytoprices,promotionsandadvertisingactivities,etc.Thisanalysisisbasedontimeperiodsthathaveshownsignificantchangesinthechainmarketshare,whenevaluatingoneschainactionsandcompetitors.,6.Knowdifferentcustomergruopsinthechain(targets),Asthemarketisincreasinglycompetitiveitisclearlyimportanttoidentifythecustomergroupswhicharecontributingnegativelyforthechainsresultsandfocusonesaimonthesespecificconsumers,attractingandmakingthemloyal.,7.Makethecorrectdecisionstokeepandimprovethechainmarketshare,andworkmorecloselywithmanufacturerstoenhancebettersalesandprofitresults.,TheLatinAmericanConsumer:ComparingtheArgentinean,BrazilianAndChileanAnalysis,ThroughtheConsumerPanelinformation,theCategoryManagementmethodologyisanalizedfor:HairCareCategory(ShampooandHairConditioners)InArgentina,BrazilandChileinaspecificChain,mentioned:ChainADuringtheperiodbetweenJuly2003andJune2004Sample:11,100households,RelativeimportanceofPersonalCarebetween9%-10%oftheFMCGtotalHairCarerepresentbetween2%-3%ofthetotal,beingofgreatrelativeimportanceinChileDifferentmarketshareofShampooinHairCareperCountry:Brazil46%;Argentina35%andChile29%,1.GeneralDiagnosis,ShareofMarket:FMCG,PersonalCareandHairCare(%Value),ArgentinashowsasmallermarketshareforSupermarketsBrazilandinChilemorethan60%ofpurchasesaredonebythischannel,1.GeneralDiagnosis,ShareofMarketDistribuitionChannelsFMCG(%Value),Greatparticipationofpharmacies/drugstores,directSalesanddoortodoorchannelinallcountries,1.GeneralDiagnosis,ShareofMarketDistribuitionChannelsPersonalCare(%Value),AthirdpartofpurchasesinthesecategoriesoccursoutofthesupermarketchannelInArgentinatheimportanceofTraditionalChannelisconsiderablyhigh,ShareofMarketDistribuitionChannelsHairCare(%Value),1.GeneralDiagnosis,ConsumersbuyHairCareinChainA:42%inArgentina27%inBrazil51%inChile,2.ImportanceofBuyersatChainAandHairCare(%),3.LostExpensesandLoyaltyBuyersofChainA,LoyaltyinHairCarebuyersofChainA:17%inArgentina10%inBrasil27%inChile,TraditionalChannelandPharmacies/Drugstoresrepresentalmost50%oflostexpenseinHairCare.ThemostimportantsupermarketcompetitorisChainB,withonly8%oftotalexpense,4.LostExpensesinHairCareBuyersofChainAArgentina,31%ofthelostexpensesisoutofSupermarkets;Pharmacies/Drugstores,Departmentstoresanddoor-to-doorchannels,4.LostExpensesinHairCareBuyersofChainABrasil,Competitionisamongdifferentsupermarketschains.34%oflostexpensecomefromChainB,4.LostExpensesinHairCareBuyersofChainAChile,TheChainAisplacedwithafewbuyersofHairCare,butthesupplyhappensinsidethechain.Goodrelativeloyalty,5.ChainandChannelsPositioningofHairCaresMarketPotentialandLoyaltyEvaluationArgentina,STRENGTHS,PROFIT/GAINS,OPPORTUNITIES,WEAKNESS,Lowloyaltyandlowpotential,HairCarepurchaseisdoneoutofChainA,5.ChainandChannelsPositioningofHairCaresMarketPotentialandLoyaltyEvaluationBrasil,STRENGTHS,PROFIT/GAINS,OPPORTUNITIES,WEAKNESS,SimilarpositionofArgentina,butmuchcloserinpotentialwiththeirmaincompetitorsChainBandOtherSupermarkets,5.ChainandChannelsPositioningofHairCaresMarketPotentialandLoyaltyEvaluationChile,STRENGTHS,PROFIT/GAINS,OPPORTUNITIES,WEAKNESS,6.LostExpensesDistributionofChainAamongHairCaresbuyersandnonbuyers,BrazilopportunityinbuyerofChainAandnonbuyerHairCarewhichconcentrate76%oflostexpenseis19,1%ofhouseholds,7.SocialEconomic,demographicProfileandLifeStyleofChainAbuyersArgentina,GreaterconcentrationofmiddleclasspeopleHousewifeswhoboughtHairCareinthechainareyoungerthanthosewhodidntbuyMosthouseholdsdidntbuyHairCareinthechainwithoutchildren,7.SocialEconomic,d