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1、Category Management,Understanding the consumer as key to success Dionisio Seissus GarcaAna Cludia Fioratti,ESOMAR,Mxico October 2004,Consumer Panel,Methodology,Continuous Research that has the main objective to understand the same group of households,the spontaneous purchase behavior of consumers.Di
2、ary Purchases of more than 70 mass consumption categories(Food,Household Cleaning,Personal Care and Non Alcoholic Beverages),Latin American Coverage,Coverage:14 CountriesSample:25,000 HouseHolds,Category Management Analysis,Opportunities for manufactures and retailers permiting to:Identify the custo
3、mers 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
4、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?,Benefits of the tools presented,Phases of Category Management,10 million,100 million,40 million,Category Volume of the Chain:Cha
5、ins market share,Category Volume in all channels of distribution,Category Volume made by the chainscustomers,10 million,Only a small proportion of the Chains consumers,buy the category at the same chain,Assessment of the Chains Sales Volume,1.Know the business volume,the chainss market share,and the
6、 customers of the especific chain,The loyalty is 25%then total potential is 30 million.,Loyalty of the Chains Sales Volume,2.Measure chain loyalty in determined category and the expense competitors loss,Which chains and channels of distribution are the“receivers”of Consumers Chain X lost expenses?,A
7、ssessment of the lost expenses of Chain X(%),3.Expense analysis,Where does the Chain X stand at the moment?What should we focus on to attract more customers or keep the loyal current one?,HIGH POTENTIAL,LOW POTENTIAL,Many category buyers,who buy elsewhere.,Few category buyers,who buy elsewhere.,Many
8、 category buyers,buying at Chain X,Few category buyers,who however buy at Chain X.,OPPORTUNITIES,STRENGTHS,WEAKNESS,PROFIT/GAINS,LOW LOYALTY,HIGH LOYALTY,4.Know the chain and competitors positioning,Market Potencial Evaluation,5.Measure the main factors which generate losses,It establishes whether t
9、heses losses are the results of sensitivity to prices,promotions and advertising activities,etc.This analysis is based on time periods that have shown significant changes in the chain market share,when evaluating ones chain actions and competitors.,6.Know different customer gruops in the chain(targe
10、ts),As the market is increasingly competitive it is clearly important to identify the customer groups which are contributing negatively for the chains results and focus ones aim on these specific consumers,attracting and making them loyal.,7.Make the correct decisions to keep and improve the chain m
11、arket share,and work more closely with manufacturers to enhance better sales and profit results.,The Latin American Consumer:Comparing the Argentinean,Brazilian And Chilean Analysis,Through the Consumer Panel information,the Category Management methodology is analized for:Hair Care Category(Shampoo
12、and Hair Conditioners)In Argentina,Brazil and Chile in a specific Chain,mentioned:Chain ADuring the period between July 2003 and June 2004 Sample:11,100 households,Relative importance of Personal Care between 9%-10%of the FMCG totalHair Care represent between 2%-3%of the total,being of great relativ
13、e importance in ChileDifferent market share of Shampoo in Hair Care per Country:Brazil 46%;Argentina 35%and Chile 29%,1.General Diagnosis,Share of Market:FMCG,Personal Care and Hair Care(%Value),Argentina shows a smaller market share for Supermarkets Brazil and in Chile more than 60%of purchases are
14、 done by this channel,1.General Diagnosis,Share of Market Distribuition Channels FMCG(%Value),Great participation of pharmacies/drugstores,direct Sales and door to door channel in all countries,1.General Diagnosis,Share of Market Distribuition Channels Personal Care(%Value),A third part of purchases
15、 in these categories occurs out of the supermarket channel In Argentina the importance of Traditional Channel is considerably high,Share of Market Distribuition Channels Hair Care(%Value),1.General Diagnosis,Consumers buy Hair Care in Chain A:42%in Argentina27%in Brazil51%in Chile,2.Importance of Bu
16、yers at Chain A and Hair Care(%),3.Lost Expenses and Loyalty Buyers of Chain A,Loyalty in Hair Care buyers of Chain A:17%in Argentina10%in Brasil27%in Chile,Traditional Channel and Pharmacies/Drugstores represent almost 50%of lost expense in Hair Care.The most important supermarket competitor is Cha
17、in B,with only 8%of total expense,4.Lost Expenses in Hair Care Buyers of Chain AArgentina,31%of the lost expenses is out of Supermarkets;Pharmacies/Drugstores,Department stores and door-to-door channels,4.Lost Expenses in Hair Care Buyers of Chain ABrasil,Competition is among different supermarkets
18、chains.34%of lost expense come from Chain B,4.Lost Expenses in Hair Care Buyers of Chain AChile,The Chain A is placed with a few buyers of Hair Care,but the supply happens inside the chain.Good relative loyalty,5.Chain and Channels Positioning of Hair Cares Market Potential and Loyalty Evaluation Ar
19、gentina,STRENGTHS,PROFIT/GAINS,OPPORTUNITIES,WEAKNESS,Low loyalty and low potential,Hair Care purchase is done out of Chain A,5.Chain and Channels Positioning of Hair Cares Market Potential and Loyalty EvaluationBrasil,STRENGTHS,PROFIT/GAINS,OPPORTUNITIES,WEAKNESS,Similar position of Argentina,but m
20、uch closer in potential with their main competitors Chain B and Other Supermarkets,5.Chain and Channels Positioning of Hair Cares Market Potential and Loyalty EvaluationChile,STRENGTHS,PROFIT/GAINS,OPPORTUNITIES,WEAKNESS,6.Lost Expenses Distribution of Chain A among Hair Cares buyers and non buyers,
21、Brazil opportunity in buyer of Chain A and non buyer Hair Care which concentrate 76%of lost expense is 19,1%of households,7.Social Economic,demographic Profile and Life Style of Chain A buyers Argentina,Greater concentration of middle class peopleHousewifes who bought Hair Care in the chain are youn
22、ger than those who didnt buyMost households didnt buy Hair Care in the chain without children,7.Social Economic,demographic Profile and Life Style of Chain A buyers Brazil,Buyer not bought Hair Care in Chain A:Higher Low LevelHouseholds without children,Two different groups of buyers:Buyers not boug
23、ht Hair Care in Chain A:lower social-economic lever,older housewives,with children,housewives seeking for balanced between quality and priceBuyers bought Hair Care in Chain A:higher social-economic lever,younger housewives,indifferent purchase style,7.Social Economic,demographic Profile and Life Style of Chain A buyers Chile,ObjectiveContinuousComparative Results(periods and countries)Microanalysis(one category)and Macroanalysis(group of categories)Easy,Advantages of Category Managementfrom Consumer Panel,
