咨询管理战略组织项目麦肯锡工具评估 MUC-0203-92299-02-01.ppt
-1-Roland Berger&Partner GmbH International Management ConsultantsBarcelona Beijing Berlin Brussels Bucharest Budapest Buenos Aires Delhi Detroit Dsseldorf Frankfurt Hamburg Kiev Kuala Lumpur LisbonLondon Madrid Milan Moscow Munich New York Paris Prague Riga Rome So Paulo Shanghai Stuttgart Tokyo Vienna ZurichProfitable growth through partnership in Category ManagementSpeech held byMunich,November 19th,1999MUC-0203-92299-02-01-2-ContentPageA.Background information about Safeway,Scottish?Courage and the UK beer marketB.What were our market objectives?C.What did we do together to reach our targets?D.What are our key learnings?E.What are our next steps?MUC-0203-92299-02-01-3-A.Background information about Safeway,Scottish Courage and the UK beer marketMUC-0203-92299-02-01-4-Safeway is one of the major supermarkets in the UKTurnover:8.10 bnProfit:357 mStores:490Average Size:21,000sqftAverage weekly customer count:6 millionMUC-0203-92299-02-01-5-The grocery market in the UK is highly concentrated with the top 5 players accounting for nearly 70%Market-Share Year to Sept.199921.217.612.99.28.3%-ShareMUC-0203-92299-02-01-6-DUMMY:Safeway relative position on beer is now strongMUC-0203-92299-02-01-7-DUMMY:Corporate StructureMUC-0203-92299-02-01-8-DUMMY:Key factsMUC-0203-92299-02-01-9-DUMMY:Split of channels,Key brandsMUC-0203-92299-02-01-10-The total brand portfolio is large,but concentrated in the hands of a few ownersOwn label 8.9%ScottishCourage22.4%Bass 16.5%Carlsberg Tetley 9.0%Guinness 5.2%Other 18.2%Whitbread19.8%Source:Nielsen Retail Audit,AC Nielsen Market share(multiple grocers)Top 5 Brands share by marketDetergentsInstant CoffeeCat FoodTeaButter,spreadYogurtsSnack ProductsCerealsBeer737064524642353317MUC-0203-92299-02-01-11-DUMMY:Long-term on&off trade forecastMUC-0203-92299-02-01-12-Though growing rapidly,Britains take home share is less than half of other countriesTake home beer as a percentage of total beer salesUSA70%Germany65%France61%UK29%Source:Canadean 1998 MUC-0203-92299-02-01-13-DUMMY:Long-term of trade share of beerMUC-0203-92299-02-01-14-DUMMY:Main differences between Germany and UKMUC-0203-92299-02-01-15-Within the Take Home sector off licenses are still a significant channelMultiple grocers share of the beer channel has shown no long term growth since 1995Multiple specialists are defending their business base as seen in recent merger activityUnderstanding customer motivations by channel and store type will be vital in order for multiple grocers to successfully steal market share in futureMarket situation%value share by channel9394959697Multiple GrocersCo-opMultiple SpecialistsIndependentsSource:AC Nielsen,Dec 9744.05.321.729.048.15.321.325.948.25.321.226.048.25.321.526.348.65.321.225.6MUC-0203-92299-02-01-16-B.What were our market objectives?MUC-0203-92299-02-01-17-DUMMY:The Beer Category Management Project was part of Safeways wider Category Management initiativeMUC-0203-92299-02-01-18-Safeway wanted to improve its weak position in the market%Share in Beer Indexed on Packaged Groceries Share(BDI)-13-14661921-6-6-7-11SainsburySafewaySomerfieldAsdaTesco52w/e May 04 9752w/e May 03 98Source:AGB Liqurpanel May 1998 MUC-0203-92299-02-01-19-!Premium bottles were identified as the main opportunityIndexed top 5 lager share vs.grocery shareTescoSainsburyAsdaSomerfieldSafewayTotal lager(66%)Source:AGB Stubbies(15%)Premium Bottles(9%)Premium Cans(14%)6-1421-6-126-1420-581721-2118-24-1710-14328-40Most important lever to improve profitabilityMUC-0203-92299-02-01-20-DUMMY:Selecting a supplier to?with an new Category Management Project was.MUC-0203-92299-02-01-21-DUMMY:Three supplies were characterized to be.MUC-0203-92299-02-01-22-DUMMY:Scottish courage was chosen based on a number of clear factsMUC-0203-92299-02-01-23-DUMMY:Results and relationshipsMUC-0203-92299-02-01-24-DUMMY:Can catman grow the cakeMUC-0203-92299-02-01-25-C.What did we do together to reach our targets?MUC-0203-92299-02-01-26-DUMMY:Safeway-Scottish Courage Brands Category Management TeamMUC-0203-92299-02-01-27-DUMMYMUC-0203-92299-02-01-28-Consumer understanding has helped us come to an agreement on the category definitionLagerAleStoutCiderAlcopopsWinesSpiritsSoft DrinksNARROWBROADScope of projectCategory definitionMUC-0203-92299-02-01-29-We have identified the key segments in the consumer decision treeCategorySub-categorySubsegmentDraught Bitter11%Bitter12%Real Ale Bottles6%Standard lager19%Super-strength lager2%Stubbies15%No/low alcohol0%Value lager4%Premium lager26%Standard Draught Bitter8%Premium Draught Bitter3%Ice lager3%Premium canned lager14%Premium bottled lager9%Bitter/Ale29%1)Stout5%Lager66%BeerSegments1)%Safeway turnover for the segment as a%of total beerForecastValue of Beer category in Safeway 152 mMUC-0203-92299-02-01-30-Main changes in our view of the categoryWe added additional segments such as draft bitter,stubbies and ice lagerWe moved from an industry-led to a consumer-driven definitionNot the alcohol content,but more the drinking occasion was consideredWe changed the description of our segments to the customers languageMUC-0203-92299-02-01-31-We decided to make beers a“preferred category”Evidence from quantitative Cross-category analysisEvidence from qualitative analysisCategory RolePREFFERED1.Medium to high market growth2.Middle to low target consumer penetration3.High total spend4.High cash profit within Safeway1.Low take-home share offers long-term opportunities2.Safeways relative position still weak3.Large brewers can support beers as a preferred categoryMUC-0203-92299-02-01-32-DUMMY:Category assessment shows an 47m oppor-tunity in beer by attaining fair shareMUC-0203-92299-02-01-33-The main issues identified the basis for the tactical decisionsIssuePenetrationWeight of purchaseIncrease loyaltyDrive profitabilityActionTraffic building promotional activitiesIncrease visibility of the aisleMulti siting for secondary shoppersFocus on lager packsTrade shoppers from standard to premium productsLong-term activities to make purchasing larger packs easierCombat the specialists through chilled beerPromotional mechanics to reduce the need for top-up purchasesTrade shoppers from standard to premium and from small to large packsIncrease price on Real AlesMUC-0203-92299-02-01-34-%spend from16-44sSafeway is in an ideal position to take advantage of the growing premium lager sectorDown market&youngDown market&old%spend from ABC1sUp market&oldValue lagerCiderPremium ice lagerPremium bottled lagerSuperstrengthlagerStoutStandard Widget aleBottled aleAsdaSainsburyPremium widgetStubbiesSource:AGB Superpanel,52 w/e 4th May 1998 Standard lagerSomer-fieldUp market&youngTescoSafewayPremium canned lagerTotal BeerMUC-0203-92299-02-01-35-5Premium lager was identified as the biggest opportunity for SafewayMarket share Gap QuadrantMarket share%Marketgrowth%StandardCheapSuper strengthPremiumStubbiesTop 5 fair Share=15.1%-101020304050102015MUC-0203-92299-02-01-36-The aim was to gain Fair Share by 2000 Conclusion:Category Performances MeasuresCustomerForecast1998/99Objective1999/00Objective2000/01LoyaltyClosure rateAverage weightof purchase46.17.749.77.752.87.7 5.47 5.74 6.03FinancialForecast1998/99Objective1999/00Objective2000/01Sales growth(LFL)114116115MarketForecast1998/99Objective1999/00Objective2000/01Market share-Top 5Indexed sharevs.best of top 5889410013.3%14.2%15.1%In-store out-of-stockAverage depot stock cover(days)13.09.04.423.116.814.0ProductivityForecast1998/99Objective1999/00Objective2000/01MUC-0203-92299-02-01-37-DUMMY:Explanation of marketing strategiesMUC-0203-92299-02-01-38-We have assigned all the sectors and products to distinct marketing strategiesExample:Transaction BuildingProductsMain tactical directionsLagerBitter/AleStoutStandard stubbiesStandard lagerexcept Top 3 brandsPremium bottled lager6+packsPremium cansStandard draught bitterexcept Top 2 brandsPremium draught bitter8+packsBitterexcept top brandsAllocate more space to larger pack sizesReplace 4 pack with 6 pack(with early incentives)Feature POS on large pack sizesImproved trolley design to aid transport of large packsBar coded coupons on largest packsMUC-0203-92299-02-01-39-DUMMY:Overview factical areasMUC-0203-92299-02-01-40-Main changes in our rangeOn lager,we reduced regionally from 11 TU region to 2 thereby reducing complexityWe increased the number of large multi-packs to increase transaction sizeWe introduced more frequent changes on real aleWe maintained the brand differences between Scotland,England and WalesMUC-0203-92299-02-01-41-Major changes on pricingWe increased the average price of high-loyalty brands(esp.real ale)We matched competition on price-sensitive brands(esp.standard lager and bitter)Since the project,the category has suffered deflation,despite the tax increases(Index,EDLP environment)which forces us to update continuouslyMUC-0203-92299-02-01-42-Major changes on merchandisingFlow changed recording to consumer decision treeBrand blockingMore space to premium and multi-packsNiche-gondola hot spotsIntroduction of chillersMUC-0203-92299-02-01-43-DUMMY:Photos of before/after,Photos of chillerMUC-0203-92299-02-01-44-Major changes on pricingWe decided to try promotion mechanics in order to increase weight of purchaseDue to fundamental changes in the market(e.g.emergence of Wal Mart)beer is used as a store traffic builderMUC-0203-92299-02-01-45-Category implementation approachWe tested the new plan in four stores(2 in England,2 in Scotland)Trial stores outperformed control stores by 3%in turnover and 6%in profitWe successfully traded people into more premium lagersWe increased both penetration and average spend in comparison to vs.control storesPremium lager was most successful of all segments(20%above control stores),which was in line with our targetsMUC-0203-92299-02-01-46-D.What are our key learnings?MUC-0203-92299-02-01-47-The Beer Category Management project had a number of key successes1.Creation of a business plan and trial in a record breaking 4 months2.Safeway and Scotish-Courage working together as a single team3.Radical change in trial stores achieved through Busting Barriers4.Identification of Key activities to take from trial into roll outMUC-0203-92299-02-01-48-Our work together has identified a number of things(1)DoDontHave a clear objective for the projectFocus on the Big winsDrive out action that is customer focussedWork as one teamLook for joint winsContinue to reanalyse?motivation?Maintain hidden agendasMUC-0203-92299-02-01-49-Our work together has identified a number of things(2)Manage internal expectations(long term vs.short term)Budget effectivelyDeploy sufficient resources and expertiseRelevant data sharing both parties?Formidable wider teams?Remain important?Loose sight of objectives vs.processUnderestimate workloadMisuse trust and confidenceDoDontMUC-0203-92299-02-01-50-The soft factors are probably as important as the hard benefitsWinning the 50/50sExposure to broader teamsSeeing your business through customer eyesQuicker decisions/reaction in bureaucracyHave fun togetherMUC-0203-92299-02-01-51-MUC-0203-92299-02-01-52-E.What are our next steps?MUC-0203-92299-02-01-53-DUMMY:MUC-0203-92299-02-01-54-Next challengesReview of our business plan to reflect the fundamental changes in the marketplaceIdentify key levers to achieve profitable growth in this environmentWork on integration of supply-chain issues to reduce stock holding and to improve forecastingMUC-0203-92299-02-01-55-rb addressesARGENTINARoland Berger y Asociados S.A.International Management ConsultantsTte.Gral.J.D.Peron 346-Piso 51038 Buenos AiresPhone+54-11-43 42 14 98Fax+54-11-43 45 57 58AUSTRIARoland Berger&Partner Ges.m.b.HInternational Management ConsultantsFreyung 3/2/10A-1010 ViennaPhone+43-1-5 36 02 0Fax+43-1-5 36 02 60BELGIUMRoland BergerInternational Management Consultants S.A.100,Boulevard du SouverainB-1170 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