品类管理与消费者关系研究演示教学.pptVIP

Category Management;Category Management Analysis; Opportunities for manufactures and retailers permiting to : Identify the customers of a Chain A, evaluating in which other channels of distribution and supermarket chains they also do their purchases Know the buyers loyalty level of a Chain A, searching for possible categories or product portfolios mixed business opportunities Quantify the “lost business” of Chain A: Who the real competitor is at the consumer moment of deciding to purchase? How much could be gained in sales, when a concrete marketing strategy is developed to recover the lost expense ?;Phases of Category Management;10 million; The loyalty is 25% then total potential is 30 million.; Where does the Chain X stand at the moment? What should we focus on to attract more customers or keep the loyal current one? ;5. Measure the main factors which generate losses;6. Know different customer gruops in the chain (targets);The Latin American Consumer: Comparing the Argentinean, Brazilian And Chilean Analysis ; Relative importance of Personal Care between 9% - 10% of the FMCG total Hair Care represent between 2% - 3% of the total, being of great relative importance in Chile Different market share of Shampoo in Hair Care per Country: Brazil 46%; Argentina 35% and Chile 29%; Argentina shows a smaller market share for Supermarkets Brazil and in Chile more than 60% of purchases are done by this channel ; Great participation of pharmacies/ drugstores, direct Sales and door to door channel in all countries ; A third part of purchases in these categories occurs out of the supermarket channel In Argentina the importance of Traditional Channel is considerably high ; Consumers buy Hair Care in Chain A: 42% in Argentina 27% in Brazil 51% in Chile;3. Lost Expenses and Loyalty Buyers of Chain A; Traditional Channel and Pharmacies/ Drugstores represent almost 50% of lost expense in Hair Care. The most important supermarket competitor is Chain B, with only 8% of total exp