CategoryManagementUnderstandingtheconsumeraskeytosuccess

DionisioSeissusGarcíaAnaCláudiaFiorattiESOMAR,México–October2004ConsumerPanelMethodologyContinuousResearchthathasthemainobjectivetounderstandthesamegroupofhouseholds,thespontaneouspurchasebehaviorofconsumers.DiaryPurchasesofmorethan70massconsumptioncategories(Food,HouseholdCleaning,PersonalCareandNonAlcoholicBeverages)LatinAmericanCoverageCoverage:14CountriesSample:25,000HouseHoldsCategoryManagementAnalysis Opportunitiesformanufacturesandretailerspermitingto

:IdentifythecustomersofaChainA,evaluatinginwhichotherchannelsofdistributionandsupermarketchainstheyalsodotheirpurchases

KnowthebuyersloyaltylevelofaChainA,searchingforpossiblecategoriesorproductportfoliosmixedbusinessopportunities

Quantifythe“l(fā)ostbusiness”ofChainA:Whotherealcompetitorisattheconsumermomentofdecidingtopurchase?

Howmuchcouldbegainedinsales,whenaconcretemarketingstrategyisdevelopedtorecoverthelostexpense?BenefitsofthetoolspresentedPhasesofCategoryManagement10million100million40millionCategoryVolumeoftheChain:Chain’smarketshareCategoryVolumeinallchannelsofdistributionCategoryVolumemadebythechains’customers10millionOnlyasmallproportionoftheChain’sconsumers,buythecategoryatthesamechainAssessmentoftheChain’sSalesVolume1.Knowthebusinessvolume,thechains’smarketshare,andthecustomersoftheespecificchainTheloyaltyis25%thentotalpotentialis30million.LoyaltyoftheChain’sSalesVolume2.Measurechainloyaltyindeterminedcategoryandtheexpensecompetitor’slossWhichchainsandchannelsofdistributionarethe“receivers”ofConsumersChainXlostexpenses?51015202030ChainAChainBChainCChainDChainEOthersAssessmentofthelostexpensesofChainX(%)3.Expenseanalysis7525LoyaltyLostExpensesWheredoestheChainXstandatthemoment?Whatshouldwefocusontoattractmorecustomersorkeeptheloyalcurrentone?HIGHPOTENTIALLOWPOTENTIALManycategorybuyers,whobuyelsewhere.Fewcategorybuyers,whobuyelsewhere.Manycategorybuyers,buyingatChainXFewcategorybuyers,whohoweverbuyatChainX.OPPORTUNITIESSTRENGTHSWEAKNESSPROFIT/GAINSLOWLOYALTYHIGHLOYALTY4.Knowthechainandcompetitors′positioningMarketPotencialEvaluation5.MeasurethemainfactorswhichgeneratelossesItestablisheswhethertheseslossesaretheresultsofsensitivitytoprices,promotionsandadvertisingactivities,etc.Thisanalysisisbasedontimeperiodsthathaveshownsignificantchangesinthechainmarketshare,whenevaluatingone’schainactionsandcompetitors.6.Knowdifferentcustomergruopsinthechain(targets)Asthemarketisincreasinglycompetitiveitisclearlyimportanttoidentifythecustomergroupswhicharecontributingnegativelyforthechain’sresultsandfocusone’saimonthesespecificconsumers,attractingandmakingthemloyal.7.Makethecorrectdecisionstokeepandimprovethechainmarketshare,andworkmorecloselywithmanufacturerstoenhancebettersalesandprofitresults.TheLatinAmericanConsumer:ComparingtheArgentinean,BrazilianAndChileanAnalysisThroughtheConsumerPanelinformation,theCategoryManagementmethodologyisanalizedfor:HairCareCategory(ShampooandHairConditioners)InArgentina,BrazilandChileinaspecificChain,mentioned:ChainADuringtheperiodbetweenJuly2003andJune2004Sample:11,100householdsRelativeimportanceofPersonalCarebetween9%-10%oftheFMCGtotalHairCarerepresentbetween2%-3%ofthetotal,beingofgreatrelativeimportanceinChileDifferentmarketshareofShampooinHairCareperCountry:Brazil46%;Argentina35%andChile29%1.GeneralDiagnosisShareofMarket:FMCG,PersonalCareandHairCare(%Value)ArgentinashowsasmallermarketshareforSupermarketsBrazilandinChilemorethan60%ofpurchasesaredonebythischannel1.GeneralDiagnosisShareofMarket––DistribuitionChannelsFMCG(%Value)Greatparticipationofpharmacies/drugstores,directSalesanddoortodoorchannelinallcountries1.GeneralDiagnosisShareofMarket––DistribuitionChannelsPersonalCare(%Value)AthirdpartofpurchasesinthesecategoriesoccursoutofthesupermarketchannelInArgentinatheimportanceofTraditionalChannelisconsiderablyhighShareofMarket––DistribuitionChannelsHairCare(%Value)1.GeneralDiagnosisConsumersbuyHairCareinChainA:42%inArgentina27%inBrazil51%inChile2.ImportanceofBuyersatChainAandHairCare(%)3.LostExpensesandLoyaltyBuyersofChainALoyaltyinHairCarebuyersofChainA:17%inArgentina10%inBrasil27%inChileTraditionalChannelandPharmacies/Drugstoresrepresentalmost50%oflostexpenseinHairCare.ThemostimportantsupermarketcompetitorisChainB,withonly8%oftotalexpense4.LostExpensesinHairCareBuyersofChainAArgentina31%ofthelostexpensesisoutofSupermarkets;Pharmacies/Drugstores,Departmentstoresanddoor-to-doorchannels4.LostExpensesinHairCareBuyersofChainABrasilCompetitionisamongdifferentsupermarketschains.34%oflostexpensecomefromChainB4.LostExpensesinHairCareBuyersofChainAChileTheChainAisplacedwithafewbuyersofHairCare,butthesupplyhappensinsidethechain.Goodrelativeloyalty5.ChainandChannelsPositioningofHairCare’sMarketPotentialandLoyaltyEvaluationArgentinaSTRENGTHSPROFIT/GAINSOPPORTUNITIESWEAKNESSLowloyaltyandlowpotential,HairCarepurchaseisdoneoutofChainA5.ChainandChannelsPositioningofHairCare’sMarketPotentialandLoyaltyEvaluationBrasilSTRENGTHSPROFIT/GAINSOPPORTUNITIESWEAKNESSSimilarpositionofArgentina,butmuchcloserinpotentialwiththeirmaincompetitors––ChainBandOtherSupermarkets5.ChainandChannelsPositioningofHairCare’sMarketPotentialandLoyaltyEvaluationChileSTRENGTHSPROFIT/GAINSOPPORTUNITIESWEAKNESS6.LostExpensesDistributionofChainAamongHairCare’sbuyersandnonbuyersBrazil––opportunityinbuyerofChainAandnonbuyerHairCarewhichconcentrate76%oflostexpenseis19,1%ofhouseholds7.SocialEconomic,demographicProfileandLifeStyleofChainAbuyersArgentinaGreaterconcentrationofmiddleclasspeopleHousewifeswhoboughtHairCareinthechainareyoungerthanthosewhodidn’tbuyMosthouseholdsdidn’tbuyHairCareinthechainwithoutchildren7.SocialEconomic,demographicProfileandLifeStyleofChainAbuyersBrazilBuyernotboughtHairCareinChainA:HigherLowLevelHouseholdswithoutchildrenTwodifferentgroupsofbuyers:BuyersnotboughtHairCareinChainA:lowersocial-economiclever,olderhousewives,withchildren,housewivesseekingforbalancedbetweenqualityandpriceBuyersboughtHairCareinChainA:highersocial-economiclever,youngerhousewives,indifferentpurchasestyle7.SocialEconomic,demographicProfileandLifeStyleofChainAbuyersChileObjectiveContinuousComparativeResults(periodsandcountries)Microanalysis(onecategory)andMacroanalysis(groupofcategories)EasyAdvantagesofCategoryManagementfromConsumerPanel9、靜夜四四無(wú)鄰，，荒居舊舊業(yè)貧。。。1月-231月-23Thursday,January5,202310、雨中黃葉葉樹(shù)，燈下下白頭人。。。03:04:0203:04:0203:041/5/20233:04:02AM11、以我獨(dú)沈久久，愧君相見(jiàn)見(jiàn)頻。。1月-2303:04:0203:04Jan-2305-Jan-2312、故故人人江江海海別別，，幾幾度度隔隔山山川川。。。。03:04:0203:04:0203:04Thursday,January5,202313、乍見(jiàn)翻疑疑夢(mèng)，相悲悲各問(wèn)年。。。1月-231月-2303:04:0203:04:02January5,202314、他鄉(xiāng)生白發(fā)發(fā)，舊國(guó)見(jiàn)青青山。。05一月20233:04:02上午03:04:021月-2315、比比不不了了得得就就不不比比，，得得不不到到的的就就不不要要。。。。。一月月233:04上上午午1月月-2303:04January5,202316、行動(dòng)出出成果，，工作出出財(cái)富。。。2023/1/53:04:0203:04:0205January202317、做前，能夠夠環(huán)視四周；；做時(shí)，你只只能或者最好好沿著以腳為為起點(diǎn)的射線線向前。。3:04:02上午3:04上上午03:04:021月-239、沒(méi)有失敗敗，只有暫暫時(shí)停止成成功！。1月-231月-23Thursday,January5,202310、很很多多事事情情努努力力了了未未必必有有結(jié)結(jié)果果，，但但是是不不努努力力卻卻什什么么改改變變也也沒(méi)沒(méi)有有。。。。03:04:0303:04:0303:041/5/20233:04:03AM11、成功功就是是日復(fù)復(fù)一日日那一一點(diǎn)點(diǎn)點(diǎn)小小小努力力的積積累。。。1月-2303:04:0303:04Jan-2305-Jan-2312、世間成成事，不不求其絕絕對(duì)圓滿滿，留一一份不足足，可得得無(wú)限完完美。。。03:04:0303:04:0303:04Thursday,January5,202313、不知香積積寺，數(shù)里里入云峰。。。1月-231月-2303:04:0303:04:03January5,202314、意志志堅(jiān)強(qiáng)強(qiáng)的人人能把把世界界放在在手中中像泥泥塊一一樣任任意揉揉捏。。05一一月月20233:04:03上上午03:04:031月-2315、楚塞三湘湘接，荊門(mén)門(mén)九派通。。。。一月233:04上上午1月-2303:04January5,202316、少少年年十十五五二二十十時(shí)時(shí)，，步步行行奪奪得得胡胡馬馬騎騎。。。。2023/1/53:04:0303:04:0305January202317、空山新雨雨后，天氣氣晚來(lái)秋。。。3:04:03上上午3:04上上午03:04:031月-239、楊柳散和風(fēng)風(fēng)，青山澹吾吾慮。。1月-231