Transcript 《品类管理个案研究》—步步高总经理曹智慧
品类管理个案研究：婴儿奶粉 Category Management in Action A Case Study: Infant Milk Formula 沈阳IGA会议 2014年9月11日-12日 IGA Shenyang Conference 11-12 th , Sep, 2014
Speaker Profile
曹智慧 步步高超市事业部长沙区域总经理 General Manager of Changsha District, Bubugao Food Business Unit • • 曹智慧 , 现任步步高超市事业部长沙区域总经理，主管长沙市内大 卖场营运工作。 从事零售业有 10 年经验，曾任步步高食品类采购部长，与玛氏、 箭牌、卡夫、伊利等合作商有过品类管理合作经验。 Cao Zhihui, General Manager of Changsha District, Bubugao Food Business Unit, takes charge of hypermarket operation of Changsha downtown area .
He has 10 years retailing experiences and more than 7 years of conducting category management . Cao zhihui was senior merchandise manager and worked with Mars, Wrigley, Kraft and Yili together in this area.
品类管理个案 Category Management In Action – A Case Study 品类：婴儿奶粉 Category: Infant Milk Formula •
2009-2013
年情景 –
Situation in 2009 - 2013
历经全比销售负增长 Experienced total negative sales grow – 食品安全事故 Food safety issue – 激烈的竞争环境，其对手是来自于步步高周边的母婴店及网购 Experience intense competition, one of them was from baby and mother shops around BBG stores.
– 品类战略及策略不到位 Category Strategy and Tactic was not in place
品类管理业务流程
The Category Management Business Process
品类回顾
Category Review
品类回顾： 定期衡量，监 测和修改品类经营计划 Category Review: To measure, monitor and modify the Category Business Plan on a periodic basis 品类定义
Category Definition
品类角色
Category Role
品类评估
Category Assessment
品类业绩指标
Category Performance Measures
品类战略
Category Strategies
品类战术
Category Tactics
计划实施
Plan Implementation
品类定义：从消费者的角度来确定商品的组成和细分 segmentation from the consumers perspective
Category
Definition: To determine the products that makes up the category and its 品类角色： 通过对跨品类对比，同时考虑消费者，市场和零售 商的信息，为品类制定和指定一个角色 Category Role: To develop and assign a role for the category based on a cross category comparison, considering consumer, market and retailer information 品类评估：回顾消费者，市场，零售商及供应商信息，对品类，次品类和 小分类等的商品进行分析 reviewing consumer, market, retailer and supplier information
Category
Assessment: To Conduct an analysis of the category sub category segments, etc by 品类业绩指标：建立品类的业绩指标和目标 Category Performance Measures: To establish the category’s performance measures and targets 品类策略：制定营销和产品供应策略，实现品类角色和业绩目标 category role and performance objectives
Category
Strategies: To develop the marketing and product supply strategies that realize the 品类战术：确定最佳的商品分类，定价，货架陈列及促销战术，确保品别 战略的实施
Category
Tactics: To determine the optimal assortment, pricing, shelf presentation and promotion tactics that ensure the category strategies are implemented 计划实施：通过一个具体的时间表和责任清单来执行品类业务计划 Plan Implementation: To Implement the category business plan through a specific schedule and list of responsibilities
品类管理个案研究 Category Management In Action – A Case Study 品类：婴儿奶粉 Category : Infant Milk Formula 品类角色：目标品类 Category Role : Destination
品类角色 特点 品类目标 配置 定价 品类战略
&
策略 空间管理 目标品类 吸引目标顾客 的重要品类和 门店形象 首要品类，持续 发展并以此提升 门店形象，体现 消费者价值 根据货架空间 优化
SKU
领导市场价格 主要位置，高货 架陈列 促销 活动多 Category Strategy & Tactics Category Roles Characteristics Category Goals Assortment Pricing Space Management Promotion Destination Significant To be The Primary Category Category to target provider that defines The consumer and Store Brand Store Brand As The Store Of Choice By Delivery Superior Consumer Value On A Consistent Basis Optimize SKUs against space allocated Leadership Prime location and high cube allocation High activity level
品类管理个案研究 Category Management In Action – A Case Study 品类：婴儿奶粉 Category : Infant Milk Formula 品类角色：目标品类 Category Role : Destination Category Strategy & Tactics Category Roles Characteristics Category Goals Assortment Pricing Space Management Promotion Destination Significant To be The Primary Category Category to target provider that defines The consumer and Store Brand Store Brand As The Store Of Choice By Delivery Superior Consumer Value On A Consistent Basis Optimize SKUs against space allocated Leadership Prime location and high cube allocation High activity level
婴儿专区
Baby Center
品类管理个案研究
CATEGORY MANAGEMENT IN ACTION – A CASE STUDY
婴儿配方奶粉品类规划 Infant Milk Formula Category Plan
Executive Summary 经营小结 2012
年
全比销售 2891.45
万 全比增长 25.6
%
全比销售
9082.87
万 全比增长
3.16
% The sales of infant milk reached 90.82million and grow by 3.16%.
婴儿 奶粉 Sales reached 28.91 million and grow by 25.6%.
可比销售 可比增长 8545.8
万 2.47
%
The comparable sales of 85.45 million with 2.47%
Infant Milk
2013
年
1~3
月 可比销售 可比增长
2655.77
16.44
% 万 growth.
Comparable sales reached 26.55million and grow by 16.14%.
本年品类销售呈现正增长，品类毛利率下降，是因为增加DM力度，扩大市场影响力。通过此次品类回顾， 决定了策略和行动方案来保持其正增长 （10%--20%），与此同时，把毛利率从6.06%改善至6.38%。 In order to exert more influence to the market and strengthen our DM, though the sales showed positive growth, the category GP% dropped. Through the category review, the strategy and action plan will focus on maintaining positive growth and improving GP% from 6.06% to 6.38%.
Strategy and Plan 策略和方案
扩大品牌分销
Expansion of brand 配置和空间分布 Assortment and Space Distribution
优化排面
Optimization of facing
优化布局
Optimization of layout
扩大优势品牌的分销，主 要是进口奶粉品牌，从现 大卖场A、B类门店，覆 盖到所有大卖场及超市。 To expand the distribution of competitive brand such as imported infant milk and cover the items to all stores.
优化三连盒的排面，将陈 列面从排面最低层调整到 排面中间，促进三连盒的 购买。 To adjust triple-pack from the bottom of facing to the middle in order to get more sales of triple pack.
现有货架单品数非常合理，不 需要缩减货架单品。8组、10组 货架平钧销售金额最好、周转 较低，而14组、16组货架平钧 货架销售金额较低，周转非常 高，未来应减少此类货架布局。 Currently, the shelf and Skus is reasonable, the brands with 8 bays -10 bays involve high sales and low inventory days. Therefore, new opening store should follow the pattern while products with 14 bays-16bays should be reduced.
Strategy and Plan 策略和方案
竞争性 Competition
针对所有竞争城市竞争对手做的市调 数据。需要改变原有的定价策略，按 竞争城市对手价格，调整我们的敏感 品项，让我们的单品更具有竞争性。 To adjust pricing of sensitive items based on competitors prices check.
定价 Pricing 提高毛利 Higher margin
我们决定将会有4个价格区间，用于与当地 竞争者竞争。（请见附件 定价分析&策略） 由于是价格更具竞争性的价格区间，将致使 毛利率下降2.99%。然后，我们计划改善对 应毛利率从6.06%改善至6.38% 。这将通过 减少店促贡献而提高其毛利率。 To set up 4 price zone which can be applied to local competition. Due to the price zone need to be competitive, which will lead to GP% drop about 2.99%,afterwards,we plan to improve the margin from 6.06% to 6.38% by reducing in store promotion.
Strategy and Plan 策略和方案
1
2013年，我们将海报促销占比 提升到33.82%。（2012年的 15%）2013年1-3月份，我们 做了婴儿奶粉超低特价、婴儿 奶粉全品类折扣、全品类买立 减、重点品牌买立减等品类折 扣。效果很好，销售提升很高。 In 2013,we will increase the CTS of DM to 33.82%(while in 2012 the figure is 15%).During Jan-Mar we did several discount events for infant milk which greatly stimulate the sales.
促销 Promotion 2 3
我们将人气单品在海报中的占 比从4.73%提升到9.59%，牺 牲3.47%的毛利来提升销售。 婴儿奶粉针对性非常强，因此 不适合做某一单品的低价活动， 而品牌活动的效果远比单品驱 动要好。 We increase the rate of hero items on DM from 4.73% to 9.59% by sacrificing 3.47% margin to gain sales. Among the marketing event for infant milk, promotion by brands achieve better effect than by low price or by item. 有效的控制了店促，将店促占 比从15.45%降低到12.17%， 同时毛利率提升2.9%，未来 我们仍将控制店促，除每周三 的折扣、个别门店应对竞争外， 减少店促。 To reduce the in store promotion rate from 15.45% to 12.17% ,meanwhile, to increase 2.9% of margin. We should better control the in store promotion except every Wednesday discount.
2010年-2013年婴儿奶粉市场份额趋势 Infant Milk Formula Market Share Trend 2010 - 2013
数据来源： 2010-2013 年尼尔森扫描跟踪报表 Source: Nielsen Scan Track Report 2010 - 2013
2012年1月-2013年12月 婴儿奶粉市场份额趋势 Infant Milk Formula Market Share Trend Jan 2012 – Dec 2013
数据来源： 2012 年 1 月 -2013 年 12 月尼尔森扫描追踪报表 Source: Nielsen Scan Track Report Jan 2012 - Dec 2013
品类管理实行的关键挑战 Key Challenges of Category Management Implementation • 项目思维：这并不是一个项目，而是在品类层面贯穿于整个业务流程，囊 括公司战略框架，从而实现财务及其他各项方面的目标。 Project Mindset – it is not a project but a business process at the category level within the frame of the company’s strategy in order to achieve financial and other goals and objectives • 筒仓思维：没有兼容于各个部门（采购、营运、门店规划）的整合战略及 流程 Silo Mindset – No integrated strategy and processes among divisions (MD, Operation, and Store Planning) • 缺乏品类管理流程的倡导 Lack of Champion to lead the category management processes
品类管理实行的关键挑战 Key Challenges of Category Management Implementation • 缺乏应运流程的技能（例如：财务与市场营销结合的技能） Lack of skill to apply the processes (i.e. a combination Financial skills and Marketing skills) • 缺乏员工保证 整体流程耗时（例如：收集与分析数据） Lack of commitment from the staffs – the process is time consuming (i.e. to collect and to analyze data) • 缺乏重要的市场数据来甄别机会点 Lack of market data that is important to identify opportunities • 如果对于流程不够谨慎，有可能导致“无效分析” — 过度分析数据导致不 采取实质行动措施。 If not cautious the process can lead to “Analysis paralysis” – over analyzing data so that a decision or action is never taken