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Category Management

March 24, 2003

By Polpiya Thitivesa

“There is no point in getting a product


to the store faster and cheaper if it’s the wrong product”
Message from CEO.

The following material has been developed by Polpiya Thitivesa, Nestle for an oral presentation and discussion. Without the
oral comments, the text is incomplete as a record of the presentation. The information presented is intended only for the discussion or
to which it is addressed and may contain confidential and/or privileged material. Any review, reproduction, dissemination or other use
taking of any action in reliance upon, this information is prohibited.
Scope of the Category Management Session

The common approach in managing category


between manufacturers and retailers. Scope of this
sharing session will focus on the foundation and for
academic purposes.

Although, it is not suggested that there is only one


way to perform category management, the approach
outlined here is supported by the ECR.

The following material has been developed by Polpiya Thitivesa, Nestle for an oral presentation and discussion. Without the accompanying oral comments, the text is incomplete as a record of the presentation. The
information presented is intended only for the discussion or entity to which it is addressed and may contain confidential and/or privileged material. Any review, reproduction, dissemination or other use of, or taking of any
action in reliance upon, this information is prohibited.
Agenda

• Category Management (CM) Overview

• Category Management 8 foundation steps

• Category Management Revolution

• Knowledge Sharing (Q & A )

The following material has been developed by Polpiya Thitivesa, Nestle for an oral presentation and discussion. Without the accompanying oral comments, the text is incomplete as a record of the presentation. The
information presented is intended only for the discussion or entity to which it is addressed and may contain confidential and/or privileged material. Any review, reproduction, dissemination or other use of, or taking of any
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Message from CEO of Retailer
A Joint (Supplier & Distributor) Focus on Supply & Demand Opportunities

“There is no point in getting a product


to the store faster and cheaper if it’s the wrong product”

Demand-Side Strategies
Supply-Side Strategies
Efficient Assortment
Efficient Replenishment Efficient Product Introduction
Efficient Promotion

Category Management
• The “Planning Platform”
• The “Steering Wheel” of ECR
Ground rules: From Supply Chain to Category

What is Category Category ! Retail Marketing


Management ? Management ! Brand Marketing

CATEGORY MANAGEMENT IS A
Introduce Promote Merchandise Replenish
products products products
products MANUFACTURER/RETAILOR
Information PROCESS OF MANAGING
CATEGORIES AS STRATEGIC
Suppliers Manufacturer Wholesalers Retailers Consumers BUSINESS UNITS, PRODUCING
Products
Reducing inventory & merchandise matching with ENHANCED BUSINESS RESULTS
operating costs consumer demands

Reduced
BY FOCUSING ON DELIVERING
Cost Enhanced
Revenue CONSUMER VALUE

The following material has been developed by Polpiya Thitivesa, Nestle for an oral presentation and discussion. Without the accompanying oral comments, the text is incomplete as a record of the presentation. The
information presented is intended only for the discussion or entity to which it is addressed and may contain confidential and/or privileged material. Any review, reproduction, dissemination or other use of, or taking of any
action in reliance upon, this information is prohibited.
To understand competitive
Category Management Concepts pressures, new approaches
are necessary to meet the
challenges of today’s intense
and varied forms of
competition.
Optimise Optimise Optimise
Introduction Promotion Assortment
The traditional focus on
similar format competition is
Trade Consumer
Product
Deals inadequate to understand
Promotions Category
New ProductExtensions
Strategies Channel and to respond effectively.
Introductions
Product Strategies
Seasonality
Key Account The success of alternative
Market Category Management
Forecasts Plans retailer formats, such as
Variations in Consumer Demand
discount stores, hypermart,
Response Consumer
Requirements Demand specialty “Category Killer”,
Withdrawals from Trade DCs or POS and Convenience stores has
Manufacturer Retail DCs and been challenging to the most
Plants & DCs Replenishment Shipments Retail Stores traditional retailers.

The following material has been developed by Polpiya Thitivesa, Nestle for an oral presentation and discussion. Without the accompanying oral comments, the text is incomplete as a record of the presentation. The
information presented is intended only for the discussion or entity to which it is addressed and may contain confidential and/or privileged material. Any review, reproduction, dissemination or other use of, or taking of any
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Brand Performance Falls on Deaf Ears

…Until You Address Total Category Impact


Rationale
Total Category • Brand “A” trades
$ existing category
sales
• Brand “A” trades
shoppers down to
Brand B
lower price point
• Brand “B”
generates new
Brand A shoppers/additional
sales
• Category responds
Week 4 Week 8 positively to Brand
“B” promotions
What Are The Benefits of Category Management?

Joint Category Management Programs Are


Delivering Results
Manufacturer & Broker Results
Own Total
Products Category
Sales +5.9% +6.8%
# SKUs -1.5% -3.9%
Space Allocation N/A +1.8%
Retail Inventories N/A -5.3%
Overall Gross Profit % Up 1.25 Points

Retailer & Wholesaler Results


Sales +3.7%
# SKUs -4.9%
Space Allocation -1.0%
Retail Inventories -4.3%
Overall Gross Profit % Up 1.1 Points
Traditional Manufacturer/ Retailer Activities

MANUFACTURER RETAILER

• Research consumer needs • Research shopper needs


• Develop products Product flow • Select range
• Package products • Develop own label
• Price products • Layout range
• Advertise products • Price
• Promote products • Promote
• Advertise store
Restricted information flow

“VIEW OF THE BRAND” “VIEW OF THE STORE”

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information presented is intended only for the discussion or entity to which it is addressed and may contain confidential and/or privileged material. Any review, reproduction, dissemination or other use of, or taking of any
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Under Category Management Manufacturer / Retailer
Activities

MANUFACTURER RETAILER
Research consumer Research customer
product needs Consumer category shopping needs
needs
• Price • Price
• Advertise brand Product development • Advertise store
branded/private label
Range/Layout
promotion

“CATEGORY CAPTAIN”

Promotions add
value to Category
Easy to shop Stock most New products
demanded products stimulate needs
The following material has been developed by Polpiya Thitivesa, Nestle for an oral presentation and discussion. Without the accompanying oral comments, the text is incomplete as a record of the presentation. The
information presented is intended only for the discussion or entity to which it is addressed and may contain confidential and/or privileged material. Any review, reproduction, dissemination or other use of, or taking of any
action in reliance upon, this information is prohibited.
Category Management Best Practice
Business Process

What
CATEGORY Whatisisit?
it?
CATEGORYDEFINITION
DEFINITION What is its structure?
What is its structure?

How
Howimportant
importantisisthe
thecategory?
category?
CATEGORY
CATEGORYROLE
ROLE How
Howtotoleverage
leveragethe
theimportance?
importance?

How is the category doing?


CATEGORY How is the category doing?
CATEGORYASSESSMENT
ASSESSMENT Versus
VersusPotential?
Potential?Versus
Versusroles?
roles?

Category CATEGORY
CATEGORYSCORECARD
SCORECARD What are our goals, objectives?
What are our goals, objectives?
Reviews

What
Whatisisthethebusiness
businessplan?
plan?
CATEGORY
CATEGORYSTRATEGIES
STRATEGIES How will it achieve the role, scorecard?
How will it achieve the role, scorecard?

What
Whatdo
dowe
wedo
dototoachieve
achievethe
thestrategy?
strategy?
CATEGORY
CATEGORYTACTICS
TACTICS Who
Whodoesdoeswhat?
what?

PLAN
PLANIMPLEMENTATION
IMPLEMENTATION DO IT!
DO IT!

The following material has been developed by Polpiya Thitivesa, Nestle for an oral presentation and discussion. Without the accompanying oral comments, the text is incomplete as a record of the presentation. The
information presented is intended only for the discussion or entity to which it is addressed and may contain confidential and/or privileged material. Any review, reproduction, dissemination or other use of, or taking of any
action in reliance upon, this information is prohibited.
Category Definition

Category Definition ( Preview Category )


CATEGORY DEFINITION This represents the the set-up phase of
CATEGORY ROLE the category strategy and planning
process
CYCLE - Revise & Review

CATEGORY ASSESSMENT

CATEGORY SCORECARD • Category Definition and Structure


CATEGORY STRATEGIES
• Sub-Categories (Beverages)
• Segments (UHT Milk)
CATEGORY TACTICS
• SKU’s (Low Fat/Hi Cal UHT)
PLAN IMPLEMENTATION
• Capable Contributor Designation
• Timing and Frequency
! Conventional Category
! Unconventional Category
The following material has been developed by Polpiya Thitivesa, Nestle for an oral presentation and discussion. Without the accompanying oral comments, the text is incomplete as a record of the presentation. The
information presented is intended only for the discussion or entity to which it is addressed and may contain confidential and/or privileged material. Any review, reproduction, dissemination or other use of, or taking of any
action in reliance upon, this information is prohibited.
Unconventional Category Structure
Example - “Coffee Break” Category

Cereal
Coffee Machines
Brown Sugar Milk
Napkins
Breakfast Pastries
Spoons Baileys Cookies
Filters

Ground Coffee
Chocolates
Cups Coffee Espresso
Sweetener
Creamer
Whole Bean Coffee
Sugar
Tea Cream Croissants
Hot Chocolate
The following material has been developed by Polpiya Thitivesa, Nestle for an oral presentation and discussion. Without the accompanying oral comments, the text is incomplete as a record of the presentation. The
information presented is intended only for the discussion or entity to which it is addressed and may contain confidential and/or privileged material. Any review, reproduction, dissemination or other use of, or taking of any
action in reliance upon, this information is prohibited.
Category Role

Category Role (Category Positioning)


CATEGORY DEFINITION
Development of the category roles and
CATEGORY ROLE strategies in support of the overall
business objectives
CYCLE - Revise & Review

CATEGORY ASSESSMENT

CATEGORY SCORECARD • Retailer Corporate Strategy


• Company Mission
CATEGORY STRATEGIES
• Financial and Marketing Objectives
CATEGORY TACTICS
• Department Strategies
PLAN IMPLEMENTATION
• Category Role

The following material has been developed by Polpiya Thitivesa, Nestle for an oral presentation and discussion. Without the accompanying oral comments, the text is incomplete as a record of the presentation. The
information presented is intended only for the discussion or entity to which it is addressed and may contain confidential and/or privileged material. Any review, reproduction, dissemination or other use of, or taking of any
action in reliance upon, this information is prohibited.
Category Roles - Possible Approach

Category Role Objective Description Examples


Destination To be the primary category · High volume · Perimeter
supplier and help define the · Broad reach (high departments:
5-7% retailer as the store of choice by penetration) • Tobacco
delivering consistent, superior · High purchase frequency • Liqueurs
target consumer value · Differentiates retailer from • Pet Cares
competitors

Preferred/Routine To be the preferred category · High volume · Soft drinks


supplier and help develop the · Broad reach (high · Hot beverages
55-60% retailer as the store of choice by penetration) · Confectionery
delivering consistent, competitive · High purchase frequency
target consumer value

Occasional/Seasonal To be a major category supplier · Heavy fluctuation in · Suntan lotion


and help reinforce the retailer as volume by season · New Year Cards
15-20% the store of choice by delivering · Average reach · Moon Cake
frequent, competitive target · Low-moderate purchase · Movie related items
consumer value frequency (occasional)
· High purchase frequency
in season (seasonal)

Convenience/Fill-In To be a category supplier and · Average volume · Kit Kat Chocolate


help reinforce the retailer as the · Low-moderate reach · Smarties Chocolate
15-20% full-service store of choice by · Low purchase frequency · 3-in-1 Milo or Coffee
delivering good target consumer (higher in other channels) · Polo
value

The following material has been developed by Polpiya Thitivesa, Nestle for an oral presentation and discussion. Without the accompanying oral comments, the text is incomplete as a record of the presentation. The
information presented is intended only for the discussion or entity to which it is addressed and may contain confidential and/or privileged material. Any review, reproduction, dissemination or other use of, or taking of any
action in reliance upon, this information is prohibited.
Category Assessment

Category Assessment To review the available


market research and performance data and
CATEGORY DEFINITION
identify trends relevant to the category as
CATEGORY ROLE well as measure effectiveness of category
management capabilities
CYCLE - Revise & Review

CATEGORY ASSESSMENT

CATEGORY SCORECARD • Market Research


• Positioning Consumer
CATEGORY STRATEGIES
• Positioning Competitive
• Positioning Category
CATEGORY TACTICS

PLAN IMPLEMENTATION • Current Capabilities


• Assortment Effectiveness
• Promotions Effectiveness
• Shelf Display Effectiveness

The following material has been developed by Polpiya Thitivesa, Nestle for an oral presentation and discussion. Without the accompanying oral comments, the text is incomplete as a record of the presentation. The
information presented is intended only for the discussion or entity to which it is addressed and may contain confidential and/or privileged material. Any review, reproduction, dissemination or other use of, or taking of any
action in reliance upon, this information is prohibited.
Category Scorecard

CATEGORY DEFINITION Category Scorecard (Category Goals) The


target objectives for the banner and its
CATEGORY ROLE
vendor partner as they relate to the category
CYCLE - Revise & Review

CATEGORY ASSESSMENT
business plan
CATEGORY SCORECARD

• Understand business goals


CATEGORY STRATEGIES
• Understand other category considerations
CATEGORY TACTICS
• Agree category objectives
PLAN IMPLEMENTATION

The following material has been developed by Polpiya Thitivesa, Nestle for an oral presentation and discussion. Without the accompanying oral comments, the text is incomplete as a record of the presentation. The
information presented is intended only for the discussion or entity to which it is addressed and may contain confidential and/or privileged material. Any review, reproduction, dissemination or other use of, or taking of any
action in reliance upon, this information is prohibited.
Category Scorecard - Example
Current
Original Plan Current Adjusted
Figures Objectives Figures Objectives
Time Period
Source: Syndicated Data
Dollar(Baht) Market Share
Total Dollar (Baht) Sales
Dollar (Baht) Growth
Unit Market Share
Total Unit Sales
Category % of Department Sales
Private Label Unit Market Share
Private Label Dollar (Baht) Market Share
Private Label Percentage of Category Dollar Sales
Private Label Percentage of Category Unit Sales
Source: Plan-o-gram
Dollar (Baht) Sales/Avg. St./ Cube Ft Per Week
Gross Profit Dollars (Bt.)/Avg. St. Cube Ft Per Week
GMROI (Shelf Level)
Days of Supply (Shelf Level)
Dollar Inventory (Shelf Level)
Source: Other
Gross Margin %
Net Margin %
Turns (Shelf & Warehouse Combined)
Service Level (Warehouse)
CRP Savings (Warehouse)
The following material has been developed by Polpiya Thitivesa, Nestle for an oral presentation and discussion. Without the accompanying oral comments, the text is incomplete as a record of the presentation. The
information presented is intended only for the discussion or entity to which it is addressed and may contain confidential and/or privileged material. Any review, reproduction, dissemination or other use of, or taking of any
action in reliance upon, this information is prohibited.
Category Strategies

Category Strategies - To determine the


specific actions that need to be taken
CATEGORY DEFINITION
to deliver the category roles and
CATEGORY ROLE
scorecard
CYCLE - Revise & Review

CATEGORY ASSESSMENT
• Traffic Building
CATEGORY SCORECARD
• Transaction Building
CATEGORY STRATEGIES • Profit Contribution
CATEGORY TACTICS • Cash generating
PLAN IMPLEMENTATION • Excitement creating
• Image creating
• Turf defending

The following material has been developed by Polpiya Thitivesa, Nestle for an oral presentation and discussion. Without the accompanying oral comments, the text is incomplete as a record of the presentation. The
information presented is intended only for the discussion or entity to which it is addressed and may contain confidential and/or privileged material. Any review, reproduction, dissemination or other use of, or taking of any
action in reliance upon, this information is prohibited.
Category Strategies - Definitions

CATEGORY STRATEGIES CATEGORY STRATEGY CHARACTERISTICS

TRAFFIC BUILDING HIGH SHARE, FREQUENTLY PURCHASED, HIGH % OF SALES

TRANSACTION BUILDING HIGHER RING-UP, IMPULSE PURCHASE

PROFIT CONTRIBUTION HIGHER GROSS MARGIN, HIGHER TURNS

CASH GENERATING HIGHER TURNS, FREQUENTLY PURCHASED

EXCITEMENT CREATING IMPULSE, LIFESTYLE ORIENTED, SEASONAL

FREQUENTLY PURCHASED, HIGHLY PROMOTED, IMPULSE,


IMAGE CREATING UNIQUE ITEMS, SEASONAL

TURF DEFENDING USED TO DRAW TRADITIONAL CUSTOMER BASE

The following material has been developed by Polpiya Thitivesa, Nestle for an oral presentation and discussion. Without the accompanying oral comments, the text is incomplete as a record of the presentation. The
information presented is intended only for the discussion or entity to which it is addressed and may contain confidential and/or privileged material. Any review, reproduction, dissemination or other use of, or taking of any
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Category Strategies - Summary

CATEGORY STRATEGIES CATEGORY STRATEGY CHARACTERISTICS

TRAFFIC BUILDING HIGH SHARE, FREQUENTLY PURCHASED, HIGH % OF SALES

TRANSACTION BUILDING HIGHER RING-UP, IMPULSE PURCHASE

PROFIT CONTRIBUTION HIGHER GROSS MARGIN, HIGHER TURNS

CASH GENERATING HIGHER TURNS, FREQUENTLY PURCHASED

EXCITEMENT CREATING IMPULSE, LIFESTYLE ORIENTED, SEASONAL

FREQUENTLY PURCHASED, HIGHLY PROMOTED, IMPULSE,


IMAGE CREATING UNIQUE ITEMS, SEASONAL

TURF DEFENDING USED TO DRAW TRADITIONAL CUSTOMER BASE

The following material has been developed by Polpiya Thitivesa, Nestle for an oral presentation and discussion. Without the accompanying oral comments, the text is incomplete as a record of the presentation. The
information presented is intended only for the discussion or entity to which it is addressed and may contain confidential and/or privileged material. Any review, reproduction, dissemination or other use of, or taking of any
action in reliance upon, this information is prohibited.
Category Tactics

Category Tactics - To determine


the specific actions that need to
CATEGORY DEFINITION
be taken to achieve the chosen
CATEGORY ROLE
category strategies
CYCLE - Revise & Review

CATEGORY ASSESSMENT

• Assortment tactics
CATEGORY SCORECARD

• Promotions tactics
CATEGORY STRATEGIES
• New product tactics
CATEGORY TACTICS
• Pricing tactics
PLAN IMPLEMENTATION
• Shelf presence tactics
• Product supply tactics

The following material has been developed by Polpiya Thitivesa, Nestle for an oral presentation and discussion. Without the accompanying oral comments, the text is incomplete as a record of the presentation. The
information presented is intended only for the discussion or entity to which it is addressed and may contain confidential and/or privileged material. Any review, reproduction, dissemination or other use of, or taking of any
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Category Tactics - Definitions
Category Tactics and Linkage to Category Roles

Category Category Tactics


Role Assortment Pricing Shelf Presentation Promotion

Destination • ‘Complete’ Variety • Leadership • Prime Store Location • High Level of Activity
- Best variety in market - Entire Category - High Traffic High Frequency Multiple
- Sub-Categories (per unit of use) - High Exposure Time Vehicles
5-7% - Customised
- Segments • High Cube Allocation
- Brands
- SKUs

Preferred • ‘Broad’ Variety - • Average Level of


• Competitive - Consistent• Average Store Location
competitive in market Activity
- Equal to Competition - High Frequency
- Sub-Categories - Average Frequency
55-60% (per unit of use) • High Cube Allocation
- Major Brands - Average Duration
- Major Components of
- Major SKUs - Multiple Vehicles
Category

Season/ • ‘Timely’ Variety • Seasonal /Timely


Occastional • Competitive - Seasonally • Good Store Location
- Sub-Categories Activity
- Close to Competition - High Traffic
- Segments - Multiple Vehicles
- Some Components of • Average Cube Allocation
15-20% (per unit of use)
Category

Convenience • ‘Select’ Variety • Acceptable • Available Store • Low Level of Activity


- Major Brands/SKUs - Within 15% of • Low Cube Allocation - Selected Vehicles
15-20%% Competition
(per unit use)
The following material has been developed by Polpiya Thitivesa, Nestle for an oral presentation and discussion. Without the accompanying oral comments, the text is incomplete as a record of the presentation. The
information presented is intended only for the discussion or entity to which it is addressed and may contain confidential and/or privileged material. Any review, reproduction, dissemination or other use of, or taking of any
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Plan Implementation

CATEGORY DEFINITION
Plan Implementation - Development of
an implementation schedule with
CATEGORY ROLE
responsibilities for completing all
CYCLE - Revise & Review

CATEGORY ASSESSMENT
category tactics
CATEGORY SCORECARD
• Plan Proposal
CATEGORY STRATEGIES
• People
CATEGORY TACTICS
• Communication
PLAN IMPLEMENTATION

The following material has been developed by Polpiya Thitivesa, Nestle for an oral presentation and discussion. Without the accompanying oral comments, the text is incomplete as a record of the presentation. The
information presented is intended only for the discussion or entity to which it is addressed and may contain confidential and/or privileged material. Any review, reproduction, dissemination or other use of, or taking of any
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Category Management Deployment Plan

Year I - Timeline
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

Category Management Primers


SA
Category Management Strategy MP
Customer Mgmt Guidebook
LE
Customer Team Scorecard Design

Information Strategy & Deployment

Information Systems Design & Dev.

Customer Prioritization

Category Management Selling Pres.

Category Management Seminar


Customer Team Start-Up Preparation Rollout
(Preparation & Rollout)

Pilots (Strategic & Informal)


Category Management Deployment Plan

Year II - Timeline
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

Refine Category Management Strategies


SA
Refine Category Management Selling
Presentation (Lead Categories)
MP
LE
New Category Management Strategies (Other
Nestle Categories)
New Category Management Selling Pres.
(Other Nestle Categories)

Field Organization Renewal

Category Sales Development Organization


Renewal

Information Systems Rollout

Reward Program Development &


Deployment

Best Practices Assortment Initiative

Advanced Training
Cycle - Review and Revise

Cycle - Review and Revise - The


CATEGORY DEFINITION

continuous process of reviewing the


CATEGORY ROLE

category plan, revising the category


CYCLE - Revise & Review

CATEGORY ASSESSMENT
plan and once again revisiting the
CATEGORY SCORECARD
category plan - a continuous process
CATEGORY STRATEGIES
• Review
CATEGORY TACTICS
• Revise
PLAN IMPLEMENTATION
• Revisit

The following material has been developed by Polpiya Thitivesa, Nestle for an oral presentation and discussion. Without the accompanying oral comments, the text is incomplete as a record of the presentation. The
information presented is intended only for the discussion or entity to which it is addressed and may contain confidential and/or privileged material. Any review, reproduction, dissemination or other use of, or taking of any
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! Rigorous Role Analysis
Category Management ! Extensive Consumer
Understanding
Development ! Top-Down Scorecard Setting
Getting started to !Best practices ! Co-Marketing (if available)
Traditional Category Definitions ! Clustered Shelving
! Consumer-Oriented
! Identified Target Consumer
! Initial Pilots ! Clustered Shelving
! Redesigned Organization
! Following Eight-Step Process ! Implementing ABC
! Identified Target Consumer
! Determining Opportunity ! Collaborating with Supplier
! Working with Suppliers Best Practices
Co-Planning ! New, Broader Category
Basic/Getting Started Definitions
! Evolving Category Definitions
! In-Depth Structure Study
! Fielding New
! Initial Pilots ! Customer Scorecard (P&L)
Category/Consumer Research
! Following Eight-Step Process ! Demand Strategies ! Problem Solving (w/ Templates)
! Completing Templates ! Template Oriented ! Supply & Demand Strategies
! Determining Opportunity ! Redesigning Field ! Best Practices Efficient
! Working with Retailers Scorecard/Rewards Assortment
! Some Training ! CM Deployment Plan in Place ! Co-Marketing / Micro-Marketing
! CM Strategies Developed ! Multi-functional Customer Teams
! CM Selling Presentation ! Menu/Service Pricing
Complete ! Decision Support System
! More Training ! Integrated Supply/Demand
Retailers ! Redesigning Organization ! Category Focused Research
! Building Decision Support ! Program Supported Strategies
Manufacturer System ! Extensive Training
! Collaborating with Retailers ! New Reward Program for Field
Question & Answer

Product / Brand Consumer Behavior


Knowledge Knowledge

The following material has been developed by Polpiya Thitivesa, Nestle for an oral presentation and discussion. Without the accompanying oral comments, the text is incomplete as a record of the presentation. The
information presented is intended only for the discussion or entity to which it is addressed and may contain confidential and/or privileged material. Any review, reproduction, dissemination or other use of, or taking of any
action in reliance upon, this information is prohibited.
Thank
Thank you
you
Nescafe
Nescafe Break
Break