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Category A distinct, manageable group of products/services that consumers perceive to be interrelated and/or substitutable in meeting a consumers needs. Category Management The supplier/retailer process of managing categories as strategic business units, producing enhanced business results by focusing on delivering consumer value.
It offers.
From Push Salesperson Buyer/Seller Cost Averaging Deals Sales Drivers To Pull Business Team Account Management Cost to Serve Pay for Performance Profit Drivers
It offers..
From Data Protection Data Shelf Management Win/Lose Fast To Data Sharing Knowledge Assortment Management Win/Win Fastest
Consumer change Economic efficiency consideration Competitive pressures Information technology advances
Consumer lifestyles have changed dramatically since the days of corner grocery stores and corner drugstores. With the shift of power, consumers have become more demanding and want a greater assortment of categories and products from which to choose.
Despite the good intentions of consultants, scholars and industry representatives, ECR guidelines have proven to be complicated and restrictive. The GMA however, be credited with developing a category management methodology that has helped to highlight the importance of consumers and their behaviors, the categories they purchase and the demand/supply chain required to support them.
Process Activities
Category Definition Category Role Category Review
Destination Routine Occasional Convenience
Category Assessment
Category Scorecard Category Strategies
Category Tactics
Plan Implementation
Sub-Segment
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The Category Management Best Practices Report suggests a set of four consumer based category roles. These are:
Convenience Category:
Convenience category are those that the consumer finds convenient to pick up at a neighbourhood retailer. For e.g. home cleaning products, car products etc. This category is important for profit generation and margin enhancement. 15-20% are assigned this role.
Operational Tactics
High stacks in the action alley to give feel of plenty Exclusive Boutique look with pictures of Models Wide range of Leather Shoes in all possible color, size and brand options
Category Captains
The best and biggest suppliers having a pan market presence are appointed by several retailers as Category Captains The Category Captain will be expected to have the closest and most regular contact with the retailer and will also be expected to invest time, effort, and often financial investment into the strategic development of the category within the retailer. The Category Captain is often - but not always! - the supplier with the largest turnover in the category.
Characteristic of CC: 1. Ability to think strategically 2. Ability to be unbiased 3. Ability to access relevant information
Steps
Preparation
Coordination
Execution
Create team Develop plan Collect information Develop tools Package program
Target customers Present plan Establish goals Organize team Develop scorecard Establish schedule
Share information Perform analysis Develop plan Implement plan Monitor results Modify plan
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The Consumer
Category management begins with the consumer. Companies must determine: Who the consumer is age, economic status, residence, etc. What the consumer buys products, brands, colors, flavors, etc. What kind of shopping trip is typical in/out, convenience, destination trip, etc. How the consumer buys by promotion, price, product, etc. How often the consumer buys daily, weekly or monthly
In the early days, The software applications for category management required too much number crunching. Instead of talking to customers, salespeople were sitting behind a personal computer pulling data, putting it on Excel sheets, and then creating PowerPoint slides for a presentation. The process was tedious and time consuming.
Now a Days Companies were forced to streamline their approach to data analysis and develop appropriate applications for the job. Proprietary systems emerged that simplified and quickened the process for many practitioners. Training focused on working with user-friendly template based customized software as opposed to a process of pulling data and learning to manipulate it.
Responsibility: Automating the scorecard with application tools and data integration with ERP, store and manufacturing systems supports the critical requirements of a scorecard. Revenue and Performance: Revenue and performance are the critical benefits that senior management will measure and by which the category management process will be considered a success or failure. Cost reductions , Increased sales, Improved margin, Improved profits, Increased market share, Improved consumer satisfaction, Improved in-stock conditions, Improved return on assets.
Drawbacks of CM
Requires a considerable amount of reorganization within the retailer and has met with a number of inhibiting factors. Lack of variety offered to customers. Concentrating on efficiency in logistics and merchandising may result highly efficient retailing but there is risk that the consumer experience is being given lower priority. Threat to smaller suppliers
Conclusion
Category management is a major investment in terms of time and assets. It is also a personal investment on the part of everyone involved to commit to the process and implement the required change management. Category management does more than contribute to the success of a retail operation. It is an essential component. In fact, it is difficult to imagine a retailer winning in the marketplace without relying on the direction that this valuable process provides.
Expertise in category management is certainly a competitive advantage. It empowers retailers to make better business decisions that help them achieve financial objectives. Well-managed categories will enable retailers to keep their present shoppers and attract new ones.