cask - vinamilk in-house training
TRANSCRIPT
Define plan context
• Analyze business opportunities (related to brand, customers, shoppers,…)
• Conduct Channel audit
• Identify issues/opportunities
Define plan objectiveDevelop channel plan
(CMP)
Engagement and
Deployment
Where is your business opportunities?
1 2 3 4
• Identify Key I/Os
• Define channel objective basing on key I/Os
• Channels prioritized according to current and future potential
• Develop channel marketing plan (CMP) to achieve channel objective and Delivery channel business Objective
• Develop channel joint-business-plan
• Create workshop/meeting to makes sales involve in early stage of planning
From your business opportunities, what is your
plan objective?
Which activities should wefocus investment on to
achieve plan objective ?
How can we inspire stakeholders and align
channel plan with them?
Develop channel plan (CMP)
Define plan objective
Define plan context
Fundamental
1 2 3 40
Understand category and
Brand
Engagement and Deployment
Brand
Channel
Understand Channel
Customer and Shopper
Brand/Category Audit
Channel/Customer audit
Brand/Category Objectives
Brand Marketing Plan (BMP)
Brief with Agencies
Channel/Customer
Objectives
Channel Marketing Plan
(CMP)
Align with stakeholders
(Sales, Customer,..)
I/Os
I/OsTHING
BIG
THING TIGHT
Commercialize Integrated
Day Topic Objective Content From To Duration
Day 123-Nov
1. Fundamental Trade Marketing
Planning
Understanding Key Principle of Trade Marketing planning
- Trade marketing quick overview (Trends, Key Role & Responsibility)- Trade marketing in organization- Trade marketing planning process- Grouping team by VNM category
8h30 9h30 1h
2. Trade Marketingkey factors
Understanding key factors that affect Trade Marketing
plan
- Brand understanding: Target consumers, competitor and brand positioning- Brand USP/ 6Ps -> Team exercise- Channel Segmentation/ Channel Understanding/ Mapping brand to Channel
-> Team exercise - Shopper understanding model/ Shopper Insight
10h 12h00 2h
Lunch
3. Channel Audit
and Objectives
Defining Key Issues /Opportunities for the brandSetting Channel Objective
- From Business and Brand Objective to Channel and Customer Objective - Channel Strategy House approach- Channel Audit: where and how to do the channel audit -> define channel I/Os- Identify key I/Os -> Develop channel Marketing Objective - Develop Channel Strategy House with Clear Objective and KPIs
13h30 15h 1h30
4. Market visit
Real Market Visit to experience real market and
do exercise on finding channel I/Os
- Briefing on trade visit objective - Provide trade visit toolkit -> templates- Each team will go to real market identify channel key issues/opportunities
15h30 17h00 1h30
Day Topic Objective Content From To Duration
Day 224-Nov
1. . Presentation about Channel Objectives
Provide Template/Toolkit to trigger participant to
understand more about their company’s product
- Each team present their result from market visit the day before- Facilitator give feedback and facilitate participant to sharpen issues and
opportunities- Facilitate each group to find out Channel Objective and priorities key
channel objective
8h30 12h 3h
Lunch
2. Channel Marketing Plan Development
(Thing Big and ThingTight)
How to Develop Effective Trade Activations
- THINK BIG exercise to generate channel activities ideas to deliver the
Channel Objective- Commercialize channel activities- THINK TIGHT exercise to priorities and select key activities- Create Channel activity calendar by mapping with brand activity calendar
13h30 15h30 2h
3. Trade Marketing Plan Engagement and
Deployment
How to build good Process to ensure align with Stakeholders
such as Sales and Channel Customer
- Develop channel joint-business-plan - Preparation for workshop/meeting to engage sales team and customer with
our channel marketing plan 16h 17h00 1h
Develop good Channel Marketing Plan which:
Capture relevant business issues and Opportunities
Align with business and category objective
Connect Brand/ Channel/Shopper and Customer
Clarify priority and optimize investment
How to engage Channel Marketing Plan to Sales and
Customers. Make Sales Team/Customers feel inspired
and being supported.
Update new FMCG and Category Trends
Mr. Hua Thai Dat Mr. Dao Trong Luong
• Senior Trade Marketing Manager (Heineken VN)
• Major in Category Planning, Channel and Trade MKT Strategy
• 10 years of Trade Category
Marketing at Unilever, Holcim, Shell, Diageo, Heineken
• Category Planning Head (Mondelez Kinh Do)
• Major in Channel planning, Shopper behavior
• 8 years of Trade Marketing at Unilever, 2 years of Trade at Mondelez
TRAINER BACKGROUND
Ms. Dong Thi Thanh Hien
• Director - Head of Sales Force Solution Nielsen Vietnam & Cambodia
• Major in Sales & Trade Research Solutions
• 9 years with Research in Nielsen, • 4 years with Sales & Marketing in
Canon Distributor and Kirin Beverage Vietnam
Ms Lan Yen
• Senior Brand Manager Coca cola
• Major in Brand planning, consumer at POP
• 8 years of Brand Development, Brand
Management at Unilever
Questions
1. What is Plan and Planning
2. In Business. How many
Type of plan
3. Process of develop a Plan
Define plan context
• Analyze business
Environment (related to Category , Brand, Channel, customers, Shoppers,…)
• Capture Key business issues/opportunities
Define plan objectiveDevelop channel plan
(CMP)
Engagement and
Deployment
Where is your business opportunities?
1 2 3 4
• Define channel MKT objective with clear KPIs basing on key I/Os
• Prioritize Channel MKT Objective
• Develop channel marketing plan (CMP) to achieve channel objective and Delivery channel business Objective
• Develop channel joint-business-plan
• Create workshop/meeting to makes sales involve in early stage of planning
From your business opportunities, what is your
plan objective?
Which activities should wefocus investment on to
achieve plan objective ?
How can we inspire stakeholders and align
channel plan with them?
Develop channel plan (CMP)
Define plan objective
Define plan context
Fundamental
1 2 3 40
Understand category and
Brand
Engagement and Deployment
Brand
Channel
Understand Channel
Customer and Shopper
Brand/Category Audit
Channel/Customer audit
Brand/Category Objectives
(Brand J2BD)
Brand Marketing Plan (BMP)
Brief with Agencies
Channel/Customer
Objectives(Channel J2BD)
Channel Marketing Plan
(CMP)
Align with stakeholders
(Sales, Customer,..)
I/Os
I/OsTHING
BIG
THING TIGHT
Commercialize Integrated
CHANNEL 1 CHANNEL 2 CHANNEL 3
CAT 1 CHANEL PLAN 1.1 CHANEL PLAN 1.2 CHANEL PLAN 1.3
CAT 2 CHANEL PLAN 2.1 CHANEL PLAN 2.2 CHANEL PLAN 2.3
CAT 3 CHANEL PLAN 3.1 CHANEL PLAN 3.2 CHANEL PLAN 3.3
FROM CATEGORY PLAN TO CHANNEL PLAN
CHANNEL STRATEGY HOUSE (E.G)
Channel Objective P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 P12
A&P Discount - FTT Total
Q1 Q2 Q3 Q4
Jan Feb Mar Apr May Jun July Aug Sep Oct Nov Dec
1. TRADE EVENT 4,000,000,000 Get Value: 16,000,000,000 4,000,000,000 4,000,000,000 TRADE EVENT
2. PROMOTION - CUSTOMER 11,790,000,000 Get 235.8 bil (sale out) 11,790,000,000 11,790,000,000 PROMOTION - CUSTOMER
3. PROMOTION - SHOPPER 9,100,000,000 Off take 240 bil in 80000 outlets 9,100,000,000 9,100,000,000 PROMOTION - SHOPPER
13,100,000,000 11,790,000,000 24,890,000,000
1. GROCERIES STORES 22,440,000,000 Get value: 230,000,000,000 22,440,000,000 - 22,440,000,000 GROCERIES STORES
2. RESTAURANT 2,025,000,000 Get value: 20,000,000,000 2,025,000,000 0 2,025,000,000 RESTAURANT
24,465,000,000 24,465,000,000
1. NHE NHÕM NGÀY
NHẬN LƯƠNG
7,770,000,000 Get value: 27,000,000,000 7,770,000,000 7,770,000,000
2. VISIBILITY 9,815,000,000 n/a 9,815,000,000 9,815,000,000
3. SPORT DAYS 7,440,000,000 Get value: 675,000,000 7,440,000,000 7,440,000,000 SPORT DAYS
9,815,000,000 15,210,000,000 25,025,000,000
1. "ĐÔI BẠN CÙNG TIẾN 57,600,000,000 Get value: 86400000000 57,600,000,000 57,600,000,000
2. LOTTERY TICKET 1,922,000,000 Get value: 87840000000 1,922,000,000 1,922,000,000 ĐÔI BẠN CÙNG TIẾN
3. VISIBILITY 37,160,000,000 Get value: 421920000000 37,160,000,000 37,160,000,000 VISIBILITY LOTTERY TICKET 4. DISPLAY 842,400,000 Get value: 12960000000 842,400,000 842,400,000 DISPLAY
5. SALES COMPETITION 33,000,000 33,000,000 33,000,000 SALES COMPETITION
39,115,000,000 58,442,400,000 97,557,400,000
6. OUTSTANDING AND
CREATIVE
MERCHANDISING (Japan
Tea Island)
11,200,000,000 Get value: 127,800,000,000 11,200,000,000 11,200,000,000 Japan Tea Island
7. OUTSTANDING AND
CREATIVE
MERCHANDISING
(Chrismas tree)
11,200,000,000 Get value: 127,800,000,000 11,200,000,000 11,200,000,000 Chrismas tre
22,400,000,000 - 22,400,000,000
1. NORMAL PROMO 36,000,000,000 Get value: 108,000,000,000 36,000,000,000 36,000,000,000
2. BIG PROMO 83,500,000 Get value: 146,880,000,000 83,500,000 83,500,000
3. POSMs - VISIBILITY 87,400,000 Get value: 74,880,000,000 87,400,000 87,400,000
- -
170,900,000 36,000,000,000 36,170,900,000
- -
- -
- -
- -
- - -
206,043,300,000 2.504 bil revenue 109,065,900,000 121,442,400,000 230,508,300,000 TOTAL
NHE NHÕM NGÀY NHẬN LƯƠNG
VISIBILITY
NORMAL PROMO
BIG PROMO
POSMs - VISIBILITY
Channel Objectve 2
Expand new channel
and increase from
60% to 90%
distribution in GT in
hot season
in 2017
Strategy 3
Expand new channel is
industrial zone
Expand 50 industrial
zone with 100,000
bottles/industrial zone
Channel Objectve 1
Increase food pairing
consumption of
OLONG TEA PLUS
which is Japanese
quality product and
limit fat absorption
from 30% to 50%
when shoppers come
to CVS
Strategy 6
Educate shoppers that
should drink OLONG TEA
PLUS which is Japanese
quality product and limit fat
absorption while eating food
30% shoppers will buy
OLONG TEA PLUS
together food at CVS
Strategy 7
Enhance visibility that
OLONG TEA PLUS which is
Japanese quality product
and limit fat absorption
80% shoppers come to
CVS are attractive and
know OLONG TEA PLUS
which is Japanese quality
product and limit fat
absorption
Strategy 4
Co-operate with PEPSI and
use PEPSI distribution
system for OLONG TEA PLUS
80% retailers buy PEPSI
and OLONG combo
Budget
(VND)
Strategy 4
Visibility increase at high
volume GT store
80% high volume GT
store will increase
visibility
Phasing
Channel Objectve 1
Increase awareness of
customers/shoppers
about OLONG TEA
PLUS which is
Japanese quality
product from 30% to
50%
Strategy 1:
Get key customers
(GT,Res,CVS) to recommend
shoppers to buy O LONG
TEA PLUS which is Japanese
quality product
80% of key customers
will recommend
shoppers to buy O LONG
TEA PLUS
Strategy 2
Engage shoppers to
experience O LONG TEA
PLUS which is Japanese
quality product
Strategy Strategy KPIs Activities Activities Kpis
Change from 50% to
70% shoppers who think
O LONG TEA PLUS which
is Japanese quality
product
Budget types
Get more 3.1% share (97 mil bottles of TEA category ) and 2.504 bil revenue in 2017
Content Format PIC Duration From To
Planning Process Presentation Luong/ Dat 45 8h45 9h30
Market overview (FMCG trend) Presentation Hien 30 9h30 10h00
Category Overview (focus on Milk) Presentation Hien 30 10h00 10h30
Break 15 10h30 10h45
Brand/Category Understanding Presentation Yen 45 10h45 11h30
Exerise on Brand/ Category (USP, Consumer, J2BD) Team exercise Yen 45 11h15 12h15
Lunch 1h 12h15 1h15
Channel Understanding (segmentation, Channel landscape,
Mapping brand to channel)Presentation Dat 45 1h15 2h00
Element in Channels (Shop, Shopper, Shop Owner) Presentation Hien 30 2h00 2h30
Exercise to develop channel understanding
(Channel analysis)Team exercise Hien 45 2h30 3h15
Channel and Customer Audit to define I/Os Presentation Luong 30 3h15 3h45
In Store Audit (for market visit) Presentation Luong 15 3h45 4h00
Market Visit Luong/Dat 90 4h00 5h30
1 2
1
2
3
3
4
4
WORKSHOP AGENDA
6
WORKSHOP AGENDA
Recap on last day Program Presentation Dat 15 8h45 9h00
Team capture on I/Os from the market Visit and Current Data Team exercise Dat/ Luong 30 9h00 9h30
Present I/Os and Prioritize to define key I/Os Team exercise Dat/ Luong 60 9h30 10h30
Break 15 10h30 10h45
Define Channel Objective and Strategy from key I/Os Presentation Dat/ Luong 45 10h45 11h30
Input and Finalize Channel Objective and Strategy Team exercise Dat/ Luong 45 11h30 12h15
Lunch 1h 12h15 1h15
Example on Channel Strategy house and final actvities calendar Presentation Dat 15 1h15 1h30
What is think big and how to do. Example Presentation Dat 15 1h30 1h45
Think Big for 1 or 2 channel objective/ Strategy Exercise Dat 45 1h45 2h30
What is think Tight and how to do. Example Presentation Dat 15 2h30 2h45
Think Tight Exercise Dat 30 2h45 3h15
Break 15 3h15 3h30
Preparation for workshop/meeting to engage sales team and customer
with our channel marketing plan Luong 30 3h30 4h00
Customer JUBP Luong 30 4h00 4h30
Measure effective of implementation Hien 30 4h30 5h00
Sum up and prepare action Plan for each participant Dat 20 5h00 5h20
Evaluation from Dat 10 5h20 5h30
Day 2
5 7
6
5
7
1
WORKSHOP AGENDA
Objective:
• Update FMCG Key Trend• Update Milk category
Outcome
• Capture good insight relevant to your Category.
• Identify Any Business Opportunities (if any)
Time• 30 minute FMCG Trend• 30 minute Category Trend
Where is your business opportunities?
Define plan context
• Analyze business opportunities (related to brand, customers,
shoppers,…)
• Conduct Channel audit
• Identify issues/opportunities
Where is your business opportunities?
1WHAT is the information to analyze the
business opportunity?
WHERE is the source of information?
HOW to get the right data methodology to
answer the business questions?
INDUSTRY CATEGORY
• Market size• Sources of growth:
• Demographic• Spending• Geography• New trends
• Category size & contribution in industry
• Sources of growth:• Coverage• Penetration• Off-take
WHAT is your business opportunityWHO is your target customersWHEN does your products fit to the needsHOW does your products reach to user
INFORMATION
BRANDS
• Brands share vs. Competitor
• Area SWOT analysis (distribution, off-take, in-store execution, retailers satisfaction, consumer penetration, BEI, Communication)
SOURCES OF DATA
• Desk Research/Industry Report• Thought leadership of Agency• Retail Measurement• Consumer U&A/Brand Health• Consumer Panel• Media• Shopper/Retailers Insights• In-Store Audit• ROI Analytics
METHODOLOGY
• Qualitative Research• Quantitative Research• Retail Audit Panel• Census• Observation• Mystery Shopper• Analytics
WHAT are the potential sources of growth for
Vietnam FMCG market?
WHO: potential consumer
WHAT: consumer trends
WHERE: area to drive growth
HOW: approach to right customer & shopper
DÂN SỐ VIỆT NAM ĐẾN 2020
CHÍNH PHỦ KHÁ LẠC QUAN VỀ TÌNH HÌNH KINH TẾ & VN ĐANG ĐƯỢC CÁC DOANH NGHIỆP NƯỚC NGOÀI QUAN TÂM ĐẦU TƯ
Smartphones
Major Appliances
Domestic Tourism
Automobiles
Fast Growth in Non-FMCG
1H’15 vs. YA
YTD Oct’15
1H’15 vs. YA
YTD Oct’15
+27%
+53%
+18%
+8%
THU NHẬP NGƯỜI VN NGÀY MỘT CAO HƠN VÀ SẴN SÀNG CHI TIÊU CHO NHỮNG MÓN ĐỒ “NHU CẦU MỚI”
913
1518
2134
19
Malaysia
Indonesia
Thailand
Singapore
Philippines
Vietnam
SEA Average
48%VIETNAMESE PEOPLE CONSIDER
“STAYING FIT AND HEALTHY”AS TOP ASPIRATION FOR THE FUTURE
% PEOPLE CONSIDERING “HEALTH” AS BIGGEST & 2ND BIGGEST CONCERN – Q4’15
VIETNAMESE SHOPPERS ACTIVELY SEEK PRODUCTS
WITH HEALTHY INGREDIENTS
79%
VIETNAMESE SHOPPERS READ NUTRITIONAL LABELS
CAREFULLY
74%
VIETNAMESE SHOPPERS MENTION THAT THERE ARE
NOT ENOUGH HEALTHY OPTIONS AVAILABLE TO BUY
48%
More sophisticated consumers seeking quality & health benefit products
SỨC KHỎE LÀ MỐI QUAN TÂM HÀNG ĐẦU CỦA NGƯỜI VN – SẢN PHẨM CHẤT LƯỢNG VẪN CÒN RẤT NHIỀU CƠ HỘI
FMCG GROWTH RATE
MỨC TĂNG TRƯỞNG CỦA FMCG DỰ ĐOÁN KHÔNG QUÁ CAO.
HIGH-DENSITY CITIES 5M+
MIXED-DENSITY CITIES 1-5M
MID-DENSITY CITIES 500,000-1M
LARGE TOWNS AND SMALL CITIES
<500,000
RURAL AND SMALL TOWNS
2015 2025 % CHANGE
52.2M 69.0M +32%
34.9M 52.6M +51%
17.7M 16.8M -5%
196.2M 231.8M +18%
330.6M 324.3M -2%
XU HƯỚNG THÀNH THỊ NHƯNG NÔNG THÔN VẪN PHÁT TRIỂN SONG SONG
THỊ TRƯỜNG RỘNG LỚN NHƯNG CHỈ CẦN 30% CỬA HÀNG ĐÓNG GÓP 80% DOANH SỐ BÁN FMCG
ORDERING
FIRST 10 SECONDS
NEXT 60 SECONDS
LAST 20 SECONDS
MAKING PAYMENTWAITING FOR RETAILER TO GET THE ITEM
IDLE TIME = OPPORTUNITY TO INTERVENE
…
NGƯỜI MUA HÀNG CHỈ CÓ 90 GIÂY TẠI CỬA HÀNG TẠP HÓA
CỬA HÀNG TẠP HÓA - VIỆC THỰC HIỆN MUA HÀNG CHỈ Ở NGOÀI CỬA VÀKHÔNG QUAN TÂM ĐẾN KHUYẾN MÃI
2 out of 3shoppers will
follow the retailer’s
recommendation.
1%of the shopkeepers actively
talk about Promotion
98%of the shoppers are not aware of
Promotion
retailers made a recommendation
Promotion to shopper
3%
CATEGORY OVERVIEW
WHAT are the potential sources of growth for Category?
WHAT: source of growth? Distribution/Off-take
WHERE: area to drive growth
WHO: target segment products
WHEN: Seasonality, Campaign
3.4 3.15.6 5.5
8.6 8.1
12.4 12.7
15.0 14.7
15.4 14.9
19.5 19.2
20.1 21.9
YTD LY YTD TY
Bia
Nước Giải Khát
Thực Phẩm
Sản Phẩm Từ Sữa
Thuốc Lá
Chăm Sóc Cá Nhân
Chăm Sóc Nhà Cửa
Chăm Sóc Em Bé
NGÀNH HÀNG TIÊU DÙNG NHANH
THỊ TRƯỜNG NGÀNH HÀNG TIÊU DÙNG NHANH
– Đóng Góp Doanh Thu – 6TP (%)
14%
3%
1%
2%
6%
-1%
2%
-5%
YTD TY vs YATăng Trưởng Doanh Thu
+4%
Tại sao Bia và NướcGiải Khát luôn cómức tăng trưởngnhanh?
TỔNG QUAN THỊ TRƯỜNG FMCG
TỔNG QUAN RIÊNG SỮA NƯỚC – ĐỘ PHÁT TRIỂN, TÍNH MÙA VỤ, PHÁT TRIỂN THEO VÙNG MIỀN, HỆ THỐNG PP & SỨC MUA NTD
XU THẾ VỀ HƯƠNG VỊ VÀ BAO BÌ SỮA NƯỚC
CÁC YẾU TỐ GIÚP DOANH THU TĂNG TRƯỞNG
Sales growth $$$$
Coverage Off-takeNew market/new
channelNew product
• Wider & right SKUs in stores
• New stores• Enter to right big stores• Avoid OOS• More purchase/more
stock• Optimize sales route to
increase more stores direct service
• Satisfy retailer to avoid distribution drop
• Brand Equity Index (awareness, trial, usage, recommended,…)
• Communication (TVC, Media, PR,…)
• In-store merchandizing• In-store activation• Price & Promotion• Direct service the right
big stores
• New market: Cambodia/Lao/Phil/Indo/Myanmar,…?
• New area: Region level? Urban vs. Rural? Province?
• New channel: E-commerce? On Premise? Spa/Laundry Shop?...
• New format?• New SKU?• New Concept?...
THỊ PHẦN VÀ VỊ TRÍ CỦA CÁC NHÃN HÀNG TRONG SỮA NƯỚC
Sức
mu
aN
TD
Độ phủ theo doanh thu
53.254.2
20.8
17.4
8.4
10.1
6.5
6.0
, 4.5
6.3
2.11.3
0.0
400.0
800.0
1,200.0
1,600.0
0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 90.0
Độ lớn vòng tròn: Thị phần
YTD TY YTD LY
TÌNH HÌNH CẠNH TRANH
TẬN DỤNG TẤN CÔNG
1
THEO DÕI CẠNH TRANH
2
MỘC CHÂU
PHÂN TÍCH ĐIỂM MẠNH YẾU CỦA TỪNG THỊ TRƯỜNG SO VỚI ĐỐI THỦ
CƠ HỘI MỞ RỘNG NHIỀU CỬA HÀNG HƠN THEO TỪNG KHU VỰC
TUNG SẢN PHẨM MỚI VÀ THÚC ĐẨY HÀNG RA THỊ TRƯỜNG GIÚP TĂNG DOANH THU VÀ THỊ PHẦN
Mua 4 tặng 1 từ T3 – T4/16 Mua 10 tặng 2 từ T2/16
Bên cạnh việc tung Fino, TH tăng các hoạt động KM cho NTD giúp TH tăng mạnh trong 4 tháng đầu năm
2
PART 2: CATEGORY AND BRAND UNDERSTANDING
Objective:
• Key information on Brand and Category that Trade team need to be clear before develop channel plan
Outcome
• Structure current understanding• Share that understanding within
team
Time• 45 minute content• 45 Minute exercise
What are our brand USP and how to commercialize those?
From marketing to tradeWhy and how Marketing should work harder for you
Understand consumer demands, turning it into commercial products, and then promoting to sell it back to consumers.
FINALLY, MARKETING IS TO…
MARKETING MISSION TRADE MISSION
MISSIONS OF MARKETING AND TRADE
- Who: Consumers – the users- When: Pre-store- What: Create demand and
preference for the brand (vs. competitor) through compelling marketing mix.
- Who: Shoppers – the buyers- When: In-store- What: Remind & turn brand
choice into purchase through compelling activities at POP.
Ensure consistent brand choice as consumers and shoppers through integrated plan ATL & BTL
WHAT CAN TRADE LEVERAGE FROM MARKETING?
Step 1:Define market
segmentation & category growth drivers
Step 2:Define target
segmentation and consumers
Step 3:Brand 6P review and unique selling point
Step 4:Define brand JTBDs
(from brand Issues & Opportunities)
Step 5:Define brand’s annual
activity plan
TRADE
WHERE & WHO TO FOCUS:Channel distribution strategy
WHAT & WHY TO FOCUS:Call to action message at POP
Channel I&O, JTBDChannel strategy
HOW & WHEN: Channel activity plan
TRADE TRADE
Marketing and Trade must both try to solve the same issues to sell the same product to the same target audience
through integrated plan to achieve the same business goals.
MARKETING PLANNING PROCESS
I. STEP 1: DEFINE CATEGORY & BRAND SEGMENTATION
Sub -
segment
1
Sub -
segment
2
Sub -
segment 1
Sub -
segment
3
Sub -
segment 2
Sub -
segment
4
SEGMENT 1 SEGMENT 2 SEGMENT 3
How products in the market are categorized - segments, and the size of each segment
(Information: Segment name, size – value, growth)
TOTAL MARKET
GULF ORAL CATEGORY SEGMENTATION
Oral CareP 9.4B
Brand
Primary Need
Segment
Format
Mouthwash
Dental Floss
Others
Basic Manual
Advanced Manual
ElectricBasic Care
Gel Paste
Adults Kids
Benefit
Pack Size and Price
Toothpastes Toothbrushes Others
Complete Care
Freshness WhiteningAdvanced
Care
EXAMPLE: BEVERAGE CATEGORY SEGMENTATION
BEVERAGE
Water Flavored
Alcoholic
Wine Beer
Distill spirits
Non alcoholic
Milk Juice
Hot beverage Soft drink
Functional drink
Non-functional drink
INCREMENTAL
1
CURRENT
VALUE
POTENTIAL
FUTURE
VALUE
INCREMENTAL
2
INCREMENTAL
3
INCREMENTAL 3
Now Long term (5 years)
I. STEP 1: DEFINE CATEGORY VALUE DRIVER
The category’s key sources of value growth in the long term.
VALUE DRIVER:- Estimated value contributed.
- Source of growth: market
development, value creation.
MORE USERS MORE USAGE MORE BENEFITS
SOURCE OF GROWTH:
GROW THROUGH MARKET DEVELOPMENT
MORE BENEFITS:
INCREASING VALUE THROUGH PRODUCT AND MARKETING
MORE USERS
CURRENT
VALUE
POTENTIAL
FUTURE
VALUE
MORE USAGE
ADDED VALUE
OTHERS
Now Long term (5 years)
EXAMPLE: ORAL CARE CATEGORY VALUE DRIVERS
More people use tooth-paste to
clean teeth.
Teeth brush daily frequency to 3
times.
Using incremental
benefit tooth paste
SOG from tooth-brush, mouth-
wash and other Oral care products.
1 2 3 4 5
Get more people to follow the recommended
Oral Care regime
€1 B
Get people to brush twice
a day
€2.5 B
Get people to change their brush
4x per year
€2 B
Pay more for more benefits
€1 B
Pay more for beauty
enhancement
€1.5 B
MORE USERS
PENETRATION
USING MORE
FREQUENCY
PAYING MORE
VALUE PER PURCHASE
€8bn Category Growth Opportunity
II. STEP 2: TARGET MARKET AND CONSUMERS
Step 2.1: Define target market by mapping our brands in comparison with competitors in some key metrics (size, location, price and quality of key players)
II. STEP 2: TARGET MARKET AND CONSUMERS
Step 2.1: Define target audience through various profile dimensions.
NOW WE CALL IT… COMSUMER PORTRAIT
III. STEP 3: BRAND 6P AND UNIQUE SELLING POINT (USP)
Step 3.1: Brand 6P review: brand strength & weakness in each P
6. Product
1. Proposition
2. Promotion
3. Place
4. Pack
5. Price
Promoting the brand wherever the consumer/shopper is.
What happens wherever consumers buy the brand.
The pack size, pack look, portfolio the consumer sees and uses.
The price the consumer pays, regular or on promotion.
The product or service offered.
The brand impression that consumers have in their heads.
III. STEP 3: BRAND 6P AND USP
Step 3.2: Brand’s USP –consumer’s purchase decision factors.
B2C: CONSUMERS B2B: CUSTOMERS
III. STEP 3: BRAND 6P AND UNIQUE SELLING POINT
Step 3.2: Define Brand’s Unique Selling Point
1
2
3
4
1. Winning 2. Risky
3. Losing 4. Who cares
USP: Unique differentiated proposition that makes consumers choose the brand instead of competitors.
The product is beautiful to use
III. STEP 3: BRAND 6P AND USP
Step 3.2: Brand’s USP – emotional or functional?
You vs. Outside noise
You vs. Inner voice
It’s what you do in the dark, that puts you in the light
IV. STEP 4: BRAND ISSUES & OPPORTUNITIES (I&O)
Step 4.1: Brand Issues & Opportunities (I&O)
Root I or O
A highly specific and insightful description of the issue you are facing, identified by market or 6Ps data. E.g: A consumer behaviour (Who, what, when, where), because of 6Ps
Issue 1:
Declining loyalty to Wall’s ice-cream amongst Savvy Seeker group in urban
since March due to stronger competitor promotional activity and perceived lack
of Wall’s unique benefits
IV. STEP 4: BRAND 6P AND USP
Step 4.2: Brand JTBDs – format and criteria
Clear
Results oriented
Insightful
Strategically aligned
Prioritised
JTBD statement: Get WHO to do WHAT, BY…
Ex: Get Dove shampoo only buyers, to also buy Dove conditioner by showing them the
detangling benefits of conditioner.
JTBD1
JTBD2
JTBD3
IV. STEP 5: BRAND ANNUAL ACTIVITY PLAN
ACTIVITY 1 ACTIVITY 2
ACTIVITY 3
ACTIVITY 4
Big quarterly activities, and more detailed monthly calendar
Q1 Q2 Q3 Q4
3
PART 3: CHANNEL UNDERSTANDING (1)
Objective:• Understand channel segmentation
and channel characteristic • Mapping key brand into relevant
channel
Outcome• Having channel segmentation and
channel mapping for each cat• Having clear direction on which
brand will focus on which channel segmentation
Time• 60 Minute
Where is my Channel and how to win customer at each Channel?
TRADE MARKETING TRAININGChannel and Customer
TRADE MARKETING AND POPS
Trade Marketing is winning the shopper
moment of choice at POPs
The POPs is any place where shoppers can
find and purchase our brands.
Channel segmentation
• Defined channel segmentation
• Completed Channel Cards
Channel Analysis Channel Prioritization Channel Activation Pillar
What are the distinct andrelevant channels in your
market?
1 2 3 4
• Deep understanding of the channels, their potential
and the market dynamics
• Channels prioritized according to current and future potential
• Growth objective and investment level aligned to each channel
• Portfolio by channel
• Key Value Drivers
• Key Activation Pillars
• Budget by channel
What are the characteristics of the Channel Landscape?
Which channels should wefocus investment on?
What are the key drivers ofsuccess in each channel and
the Key Activation Pillars toachieve this?
CHANNEL STRATEGY - PLANNING STEPS
IChannel segmentation
Channels are manageable cluster of POPs with similar shoppers’ missions and behaviors
We need to identify clear, well defined and relevant trade channels. All subsequent phases of the process
use these channel definitions, which are captured in Channel Cards
What is channel segmentation?
Why we need to segment the channels?
Channels are manageable cluster of POPs with similar shoppers’ missions and behaviorsEach channel is different to each other intern of Shop, Shopper and Shop-Owner
Grocery Trade HRC
KA channel
Supper market CVS
Beer Club Restaurant Bike washing
Garage
Night Club
Uncovering channel and shopper insights into what motivates the shopper is important to differentiate our channel program to delight the shoppers.
Quantitative data should have in each segmentation:
• Total Number of outlet, Total segmentation volume/ value,
• Company (brand) covered outlet, Company (brand) volume/value,
Channel No. of outlets Volume
(Mil Litte)
Value
(Mil VND)
%
Coverag
e
No. of
outlets
Volume
(Mil Litte)
Volume
(Bollte)
Value
(Mil VND) % Contr.
%
Coverage
No. of
outlets
Volum
e
(Mil
Litte)
Volume
(Bollte)
Value
(Mil VND)
Beer Club 190 3,300 2,500,000 83% 158 0.6 1,875,000 30,000 10% 8% 16 0.57 187,500 3,000
Cocktail bar 200 1,320 1,000,000 50% 100 0.3 750,000 12,000 4% 5% 10 0.23 75,000 1,200
Western Bar 120 660 500,000 67% 80 0.1 375,000 6,000 2% 7% 8 0.11 37,500 600
Others 100 1,320 1,000,000 33% 33.33 0.3 750,000 12,000 4% 3% 3 0.23 75,000 1,200
Local Style restaurants 820,000 4,290 3,250,000 25% 205,000 0.8 2,437,500 39,000 13% 3% 20,500 0.74 243,750 3,900
International style 190,000 3,630 2,750,000 50% 95,000 0.7 2,062,500 33,000 11% 5% 9,500 0.63 206,250 3,300
Wedding Venue 710 660 500,000 25% 178 0.1 375,000 6,000 2% 3% 18 0.11 37,500 600
Others 150 1,320 1,000,000 33% 50 0.3 750,000 12,000 4% 3% 5 0.23 75,000 1,200
Supermarket 690 6,270 4,750,000 91% 627 1.2 3,562,500 57,000 19% 9% 63 1.08 356,250 5,700
CVS 1,690 2,640 2,000,000 67% 1,127 0.5 1,500,000 24,000 8% 7% 113 0.45 150,000 2,400
Đại lý rượu ngoại 370 2,310 1,750,000 41% 150.00 0.4 1,312,500 21,000 7% 4% 15 0.40 131,250 2,100
Đại lý bia & nước ngọt 420,000 2,970 2,250,000 48% 200,000 0.6 1,687,500 27,000 9% 5% 20,000 0.51 168,750 2,700
Others 30,000 2,310 1,750,000 33% 10,000 0.4 1,312,500 21,000 7% 3% 1,000 0.40 131,250 2,100
1,464,220 33,000 25,000,000 35% 512,503 6.3 18,750,000 300,000 100% 4% 51,250 6 1,875,000 30,000
Total Alcoholic Drinks Market 2016 Sales Actual 2016 Competitors Sales 2016
Channel quantitative data
Channel qualitative data
Qualitative data should have in each segmentation: • Shoppers: Shopper profile
(Who), Why they go there, How they shop, When they shop,…
• Customer: Who are they, how they make decision on buying…
• Outlet Description: space, location, store format,…
• Main category: Key category
selling there,…
Company
Distributor/
wholesales
Modern Trade General Trade
Retailer
DISTRIBUTION CHANNEL MAPPING
Distribution channel mapping is:A drawing or visual diagram used to portray the movement
of goods through a company's distribution channels (From Company to POPs)
CONSUMPTION
GROUP
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29
Supermarket/Hyper-
market
Specialist
LiquorTraditional Trade
Premium
Bar/ Pub
RELAX/CHILL
SEGMENTRecreation
VenueMusic Bar/ Pub
ON THE GO
Convenience
Store
Nh
ac
Tre
Liv
e
BO KaraokeQN Social OutletRestau-
rantQSR
Ph
on
g T
ra
Inte
rna
tio
na
l M
us
ic B
ar
Nh
ac
Tre
DJ
Nig
htc
lub
Co
nv
en
ien
ce
Sto
re
We
dd
ing
Ve
nu
e
Ka
rao
ke
Ma
ins
tre
am
Da
nc
ing
Clu
b
Dis
co
Su
pe
rma
rke
t
Hy
pe
rma
rke
t
Sp
ec
iali
st
Liq
uo
r
Gro
ce
ry S
ho
p
Be
ve
rag
e R
eta
il S
ho
p
Da
rk K
ara
ok
/ B
ia O
m
Ka
rao
ke
Pre
miu
m
Inte
rna
tio
na
l S
tyle
Re
sta
ura
nt
Qu
an
An
Hig
h E
nd
Co
ffe
e H
ou
se
/ C
afé
Sp
ort
s C
lub
Pre
miu
m B
illi
ard
s H
all
So
cia
l B
ar/
Pu
b
Ima
ge
Ba
r
SUB SEGMENT
Qu
an
Nh
au
Me
n's
So
cia
l O
utl
et
Gro
up
So
cia
l O
utl
et
Hig
h-C
las
s S
oc
ial
Ou
tle
t
Lo
ca
l S
tyle
Re
sta
ura
nt
Club
THE VBL SEGMENTED CHANNEL MANAGEMENT MARKET MODEL 2011/12
ON-PREMISE OFF-PREMISE
EV
EN
TS
DRINK EAT
CHANNEL
FUN/RELEASE HOME
Each category will have relevant channel segmentations
Each Brand will focus on different segmentation basing on their positioning and the connection from brand to channel
-> We need to clear on which segmentation our brand will focus on
To develop a deep understanding of the performance and potential of the channels in the market, the
issues and opportunities for the portfolio and competitors and the key trends impacting those channels.
The outputs from this phase help prioritize the channels in the next phase/ define channel key issues/
opportunities
Channel Analysis
2
Map channels to brands is the task of defining which brands should focus on
which channels. Foundation to define the mapping is basing on consumer
groups: Brand will focus on channels which is have similar consumer groups
Map channels with consumer segmentation
Mapping Brands into channels
Mapping of channels with brands via consumer segments
Brand A
Brand B
Brand C
Brand D
Brand growth opportunities at channels
Mapping Brands into channels
Revisit with Marketing the brand map for the priority channels
• Map the tactical brands on the priority channels. Tactical brands are brands that will not receive significant support in
terms of time and budget. However, they are an important part of the brand portfolio, generally for competitive
reasons (e.g. to offer a complete portfolio, or to cover a specific gap)
• Determine per channel which of the strategic brands will be the lead brand. A lead brand is a strategic brand that will
be the main communication brand in a specific channel for the coming 3 years
Strategic (lead)
Strategic Tactical
Determine portfolio for priority channels
Tactical
Channel Roles For Each Brand:Each segmentation will have different roles in influencing shoppers
Understand brand offers
Outlet A
Outlet B
Outlet C
Outlet D
Understand my needs
Experience the brand
Make final purchase
Understanding what outlets are important, to which people, for what purpose is important
Brand we define roles of each channel segmentations to ensure delivery brand objective
3
PART 3: CHANNEL UNDERSTANDING (2)
Objective:• What channel element we need to clear• Update new information on channel trends
Outcome• Clear on key channel information • Capture some business opportunities for
channel/ customer and shopper
Time• 30 Minute for presentation • 45 Minute for exercise
What is the key factors that affect our Channel Marketing Plan?
LỘ TRÌNH BÁN HÀNG
PLANNING
Right store
SegmentationLocation
Supply chainRoute planning
Define look of success
Right products
Right shelfMerchandising
Right price
Retailer loyalty
Sales impact & Forecast
EXECUTION
TỪ KẾ HOẠCH RA THỊ TRƯỜNG
Right stores Segmentation Supply Chain Route Planning Look of success
Universe is 900K outlets Off Pre, while only 30% contribute 80% FMCG Sales.
Identify 30% of stores to maximize opportunity & optimize resources
Each retailer type has different store format & expectation to supplier.
Understand the needs of retailers in each channel to give right approach, right scheme and right products to those outlets
There are different layers of distribution system, from a manufacturer to distributor, wholesales or retailers to reach product to end consumer.
What is the level of direct and in-direct to maximize sales opportunity & optimize cost, logistic management
Most of manufacturers can cover maximum 50% Direct stores of universe.
How much sales productivity per day to optimize time and effort and maximize sales opportunity
Products reach to consumer consumption is key, while shoppers only spend 90s in GT outlets
How to maximize interaction level at the point of sales to shopper to push the products reaching to shoppers
ĐẾN THỰC THI NGOÀI THỊ TRƯỜNG
Right product Right merchandizing Right price Retailer loyalty Sales impact
Average store cannot handle more than 15 SKUs per category in the limited 19SQM selling area.
Focus right products in the store to maximize on-shelf & in-store space opportunity
Merchandizing programs are usually heavily invested by MNFs yet just 40% of retail stores comply with standard if not monitored
Monitoring and continuously improvement store by store level to maximize in-store sales opportunity
Price is 1 of key attribute for consumer consumption. When manufacturers increase/decrease price, the impact level will be there.
How to ensure retailers selling right price and increase/decrease price at level with lowest decline impact
2 out of 3 shoppers will follow retailer’s recommendation yet only 10% storeownersrecommend to shoppers when product is out-of-stock
Retailer is the key sources of sales & communication via loyalty program supported
Average outlets improve in-store execution performance, they can increase 22% and much higher than market growth
What is level of business impact when all KPIs right performance, and what KPIs bring the most incremental sales effectiveness
SHOP Channel 1 Channel 2 Channel 3
Dairy Universe
Vinamilk Coverage
Dairy Top Stores
Vinamilk Direct Coverage
Vinamilk Gap to Dairy
Size of prize
SHOPKEEPER Channel 1 Channel 2 Channel 3
Characteristic
Store profile
Retailer profile
Retailer Challenges & Needs
Scheme to offer
SHOPPER Channel 1 Channel 2 Channel 3
Assortment
Promotion
Communication
Merchandizing
Activation
Segmentation Strategy(SHOP)
Shopkeeper & Distributor
Loyalty Plans (SHOPKEEPER)
Execution Standards
(SHOPPER)
ManufacturerOperations
4 ĐIỀU GHI NHỚ CHO CẨM NANG SALES & TRADE
SHOP(SEGMENTATION STRATEGY)
MORE THAN 23 MM TRADITIONAL STORESAROUND THE WORLD
(Vietnam 1.3MM Stores)
KÊNH TRUYỀN THỐNG LÀ KÊNH BÁN HÀNG RẤT LỚN TOÀN THẾ GIỚI
ĐẶC BIỆT LÀ KÊNH BÁN HÀNG CHÍNH THỊ TRƯỜNG ĐANG PHÁT TRIỂN –BAO GỒM VIỆT NAM
GROWTH MARKETS
GREATER CHINA
EMERGING MARKETS
3 MARKETS AVERAGE
4% 9
% 10
% 14
% 21
%
23
% 26
%
29
%
29
%
31
%
32
%
32
%
33
%
35
%
37
%
37
%
37
%
38
%
39
%
40
%
40
% 43
%
43
%
46
%
48
%
49
%
50
% 56
%
57
%
60
%
60
%
62
% 65
%
67
%
69
%
70
%
70
% 74
% 83
% 90
% 94
%
96
%
98
%
98
%
Ko
rea
Esto
nia
Slo
vaki
aC
hile
Cze
ch R
epu
blic
Lith
uan
iaLa
tvia
Mal
aysi
aSi
nga
po
reA
rgen
tin
aC
olo
mb
iaM
éxic
oP
hili
pp
ines
Bra
sil
Gre
ece
CA
MH
un
gary
UA
ER
om
ania
Sou
th A
fric
aC
hin
aP
ola
nd
Per
úU
krai
ne
Ave
rage
Cro
atia
Tah
ilan
dV
enez
uel
aIn
do
nes
iaR
uss
iaTu
rkey
Sau
di A
rab
iaB
ulg
aria
Mo
nte
neg
roB
osn
iaSe
rbia
Ken
yaV
ietn
amB
ela
rus
Kaz
ahst
anIn
dia
Gh
ana
Cam
ero
on
Nig
eria
4% (RIGHT) STORES NOT REACHED – 20% UPLIFT
9% (RIGHT) STORES REACHED INDIRECTLY – 13% UPLIFT
80% SALES
30% STORES
RIGHT STORE
$ OPPORTUNITIES BYREACHING THE RIGHT STORES
KHÔNG NHẤT THIẾT PHẢI PHỦ HẾT CỬA HÀNG, CHỈ CẦN PHỤC VỤ TRỰC TIẾP VÀO ĐÚNG CỬA HÀNG LỚN
31% 25%11% 14%
6%
69%
33%
14%19% 36%
Category MNF ADistribution
Direct Handler In-directHandler
Non-Handler
MNF A Distribution StructureSeries2
Series1Top stores
Bottom stores
CÓ RẤT NHIỀU LỚP BÁN HÀNG, CHỈ CẦN ĐƯA RA SỐ LƯỢNG CẦN VÀ ĐỦ CŨNG GIÚP ĐỘ PHỦ TĂNG TỐT
MANUFACTURER
DISTRIBUTOR(Ave 1.2 sources)
WHOLESALER(Ave 1.4 sources)
SEMI-RETAILER(Ave 1.7 sources)
RETAILER(Ave 1.9 sources)
97% 69%17%
3%
SUPERMARKET
2%
56%
100%
16%
100%
19%
98%
TUY NHIÊN, CẦN HIỂU TỪNG LOẠI NHÀ BÁN LẺ SẼ GIÚP THEO DÕI VÀ BÁN ĐÚNG SẢN PHẨM HIỆU QUẢ HƠN
BUSINESS TYPE
CASUALMUST HAVE CATEGORIES
HIGH REVENUE / PROFIT
CATEGORIESVISIBLE ITEMS
PROFESSIONALSUPPLEMENTAL
CATEGORIES
LOW REVENUE / PROFIT
CATEGORIESINVISIBLE ITEMS
CÓ DANH SÁCH CHÍNH XÁC SẼ GIÚP SALES TIẾT KIỆM THỜI GIAN
Identify the gaps to competitor to calculate target stores to expand
Action list of Top stores
TargetTarget
CHAID Tree
Identify Target store profiling by using analytics
Action List of Wholesalers
BENEFITS:
VẼ TUYẾN ĐƯỜNG HỢP LÝ SẼ GIÚP CÁC ANH BÁN ĐƯỢC NHIỀU CỬA HÀNG VÀ DOANH THU TỐT
Save up to 30% on Operational Costs
Eliminateoverlaps
Reduction oftrip distances
Reduction ofstaff time
Improved service and delivery times
Reduction infuel use
Routes
Route 1
Route 2
Route 3
Roads
CASE STUDY
NGƯỜI MUA HÀNG Ở KÊNH GT LÀ AI?
• SOURCE: Nielsen Global Shopper Trends (Indonesia, Philippines, Turkey, Russia, Argentina, Chile, Mexico, Peru, Cambodia, Kuwait, Czech Rep., Venezuela, Colombia, Vietnam, UAE & Brazil)
Peru, Colombia, Venezuela, Turkey, Philippines, Vietnam & Indonesia (More Than 70%)
FAMILY WITH KIDS65% UAE (90%), Kuwait (88%), Turkey (86%) & Venezuela (62%)increases the relevance of men
MEN54%
Vietnam (67%), Philippines & Brazil (61%), Argentina (59%), Czech Republic, Peru, Cambodia, Colombia & Russia (More than 50%)
WOMEN46% Turkey, UAE, Russia, Cambodia & Chile (More than 35%)
YOUNG ADULTS31%
Mexico, Philippines, Turkey, Indonesia & Cambodia (More than 20%)
TEENS15%
• SOURCE: CS SURVEY: Traditional Trade Market Trends (Alpine, Brazil, Argentina, CAM, Colombia, Germany, Greece, Hungary, India, Kuwait, Malaysia, Peru, Poland, Russia, Saudi Arabia, Singapore, Ukraine, Uruguay)
NƯỚC UỐNG & SỮA LÀ SẢN PHẨM CHÍNH KHI MUA HÀNG KÊNH GT
Ở VN NGƯỜI MUA HÀNG CHỦ YẾU MUA HÀNG CHO GIA ĐÌNH HÀNG NGÀY & SẢN PHẨM CẦN GẤP
SHOPPER DRIVERS
ELEMENTSQUAN NHAU RANK
MEN SOCIAL RANK
GROUP SOCIAL RANK
Availability- Assortment- Stock level ◕ ◕ ◑
Affordability- Price communication- Price Index ● ◔ ◔
Quality- Freshness- Chilled ◑ ◔ ●
Visibility- Crate/Carton display- POSM visibility ◑ ● ◕
Promotion- Promotion
deployment- Promotion stock
◑ ◕ ◑Persuasion
- Appearance- Coverage ◔ ● ◔
Priority Sales KPIs in each channel
ĐỐI TƯỢNG VÀ MỤC ĐÍCH CHỌN NƠI MUA HÀNG CŨNG RẤT KHÁC NHAU, ĐẶC BIỆT KÊNH ON PREMISE
TRƯNG BÀY ĐẬP VÀO MẮT NGƯỜI MUA HÀNG GIÚP TĂNG DOANH THU
POS MATERIAL EYE TRACKER TESTING
APPLICATION – ADVERTISEMENT STIMULUS
Can you guess which is the for male and which for female?
CỬA HÀNG NÊN TRƯNG BÀY NHƯ THẾ NÀO?
Product assortment identified and in
stockBranded store
sign secured
Retailer standard response after getting
shopper order: “Brand X is on promo today”
Dynamic POSM (LCD, product
samples for sniffing, touching, etc.)
located in front of store,
Disruptions created like a
promo Girl handing out
product samples
All possible front of store surface
area is maximized for branding.
DISCOUNTS FOR SHOPKEEPER
BRAND FURNITURE
POSTERS INSIDE THE STORE
PROMOTIONAL PACKAGES
PAINT THE WALLS OF A STORE
INNOVATEPRODUCT DISPLAYS
42.11% 31.6% 31.6% 15.8% 15.8% 5.3%
ALPINE
BRAZIL
CENTRAL AMERICA
HUNGARY
MALAYSIA
POLAND
SINGAPORE
SLOVENIA
ARGENTINA
COLOMBIA
MALAYSIA
PERU
SAUDI ARABIA
URUGUAY
CENTRAL
AMERICA
COLOMBIA
GREECE
PERU
URUGUAY
UKRAINE
BRAZIL
CENTRAL
AMERICA
INDIA
CENTRAL
AMERICA
PERU
URUGUAY
ARGENTINA
Activation in store: What types of marketing activities are the most successful in Traditional Trade for your country?
Ở CÁC NƯỚC, CHỦ YẾU GIẢM GIÁ CHO CHỦ CỬA TIỆM VÀ CUNG CẤP TRANG THIẾT BỊ VÀ POSM CÓ NHÃN HÀNG VÀO CỬA TIỆM
• Bringing together affordability and convenience will translate into higher shopper value perception
OPPORTUNITY• Find the right pack and price to provide value and convenience
• Innovate with new convenience friendly pack formats e.g. sachets, pouches, etc.
• Single use packs meet TT consumer needs for immediate consumption and frequent store visits
AFFORDABILITY CONVENIENCE
ĐƯA SẢN PHẨM TIỆN LỢI VÀ GIÁ HỢP LÝ VÀO CỬA TIỆM TT GIÚP TĂNG GIÁ TRỊ NHẬN BIẾT VỀ SẢN PHẨM CHO NGƯỜI MUA HÀNG
CÔNG TY BÁN HÀNG THÀNH CÔNG ĐỀU ĐO LƯỜNG GIÁ BÁN LẺ PHÙ HỢP CHI TIẾT TRÊN NHIỀU PHÂN KHÚC NHỎ
38%
GREATERCHINA
44%
EMERGING MARKETS
36%
GROWTH MARKETS
42%
GLOBALVIETNAM
66%
NGƯỜI BÁN LẺ ẢNH HƯỞNG MẠNH ĐẾN QUYẾT ĐỊNH CỦA NGƯỜI MUA HÀNG
Do the store's personnel who are friendly & knowledgeable, influence your decision to shop at a particular retailer?
TUY NHIÊN NGƯỜI BÁN LẺ ĐANG ÍT ĐƯỢC NHÀ SẢN XUẤT TẬN DỤNG
2 OUT OF 3shoppers will follow the
retailer’s recommendation
70% storeowners run business on
THEIR OWN.
Only 10%storeowners
recommend to shoppersWhen OOS
BUT
INFLUENTIAL RETAILERS
RECEPTIVE SHOPPERS BUT UNDER LEVERAGED
TT Shoppers see retailers as a
TRUSTWORTHYsource of product information
They treat products
DIFFERENTLYdepending on its role in their business
Source: Nielsen Thought Leadership Q4 2015 on Traditional Trade :HCM, HN
KHI NGƯỜI BÁN LẺ HÀI LÒNG, DOANH THU TĂNG RÕ RỆT
CÁC CHƯƠNG TRÌNH KHUYẾN MÃI CÓ THỂ CHƯA PHẢI LÀ YẾU TỐ CHÍNH
Listen to retailers’ voice to help
manufacturers to innovate and elevate
the relationship
Question: To sell more in Tet, which activities would you like manufacturers to support?
Source: Retailer Sentiment Study Q3, 2015
76%
Product Quality
65%
Promo for consumers
42%
Stock return/Money-back
38%
Delay payment
34%
Incentive scheme for stores achieving Tet
sales target
31%
POSM/Display
BIẾT CHỌN NHÀ PHÂN PHỐI SẼ GIÚP BÁN HÀNG TỐT HƠN
SHOPKEEPERS
10%Recommend to shoppers when
product is out-of-stock
10%Engage shoppers in conversation
about product feedback, price, new launches
Consumer Off-take
Competition from other retailers
Revenue/Margin
Stock quantity/stock price/sufficient stock
Supporting store management (inventory, space planning, shopper engagement) are vital needs raised – opportunities to engage retailers. Concepts such as upselling & cross-selling will be valued as it can drive growth for their business.
RETAILER CONCERNS
THẤU HIỂU VÀ HỖ TRỢ NGƯỜI BÁN LẺ LÀ GIÚP CHÚNG TA BÁN HÀNG TỐT HƠN
GIÚP NHÀ BÁN LẺ LÊN TẦM CAO MỚI SẼ GIÚP MỐI QUAN HỆ VÀ DOANH THU TĂNG TỐT HƠN
4
PART 4: CHANNEL UNDERSTANDING
Objective:
• Understanding framework for identify and capture channel I/Os
• Practice how to go to store visit and capture channel I/Os
Outcome• Identify key I/Os for Key Channels• Capture key I/Os by store visit
Time• 45 Minute for content• 15 minute for Market visit Brief
What’s happening in my channel?
What’s
Channel/Customer
Audit?
Overview of the structure & Strategy of individual customers/channels
and their shoppers, Opportunities/Issues that exist and Implication for
our business
How it work?
An audit of the 6P’s from a Customer/Channel perspective in order to
identify root Issues & Opportunities and to identify how the category
brand is performing relative to it’s strategy and roles
SOURCE OF GROWTH
Category/Brand Channel
Customer Consumer/shopper4C
analysis
WHO DO WHAT IN THE AUDIT?
Responsible
Shopper CMI
Deliver shopper
understanding, buying
behaviors,
consumer panel findings
Customer Manager
Provides customer
strategy & sources of growth summary,
supply chain related topics (customer service levels),
customer profitability (done together with sales
finance & Customer Service Managers
Trade Category
Manager
Deliver category
performance review by
channel/customer
Organize in-store audit for cross-
functional team
Accountable Consulted Informed
Trade Marketing Head
Sales DirectorCustomer
Account Director
Shopper CMI Brand ManagerCategory Director
Channel Marketing Manager
Leads cross-functional team to
identify root issues/opportunities
Organize channel/customer
audit workshop
Provision of audit data Workshops
Customer Audit I&O
workshop (2 days)
Trade Marketing
Input
Shopper Input
Customer Account Input
Prepared by Category performance review by
channel/customer
Shopper understanding Prepared by Shopper
CMI
Prepared by Customer Account Team (Finance &
Cust Services)
Output
6P Detective Tool
CHANNEL/CUSTOMER AUDIT - PROCESS
WHAT IS A ROOT ISSUE OR OPPORTUNITY?1
A highly specific and insightful description of an issue or opportunity identified through rigorous analysis
“Root” Defined
You will know you are close to a well defined Root Issue or Opportunity when you start to feel that you
know what the solution is:
“a problem well defined is a problem half-solved”
The main difference between a Surface Issue and the Root Issue, is that a Surface Issue is the WHAT and the Root Issue is the WHY
Wheel green bar loyalty decline, primarily amongst LSM1-4 housewives, is driven by poor product experience coupled with price premium and low key promotional programme
Root Issue
• What is the issue or opportunity?
• Is it about penetration, consumption or loyalty, or a combination?
• Amongst whom?
• Where (regions/ channels)?
• When (time of year)?
• Not all of these will always be relevant/ important
• Which of the 6Ps is the key to the issue or opportunity?
• Might be more
than one!
WHAT?WHO, WHEN,
WHERE? WHY?
Answer the WHAT, WHO (sometimes WHEN & WHERE) and the WHY
WELL WRITTEN ROOT ISSUES
WHY ARE ROOT ISSUES CRITICAL?
Restaurant has good levels of traffic in the week but
your pub/bar is practically empty at weekend
lunchtimes
Restaurant is practically empty at weekend lunchtimes because families (core target for this occasion) don’t like
the smoky atmosphere
Wheel green bar – a profitable and significant
part of Hindustan Unilever’s detergent portfolio – is
losing share in a declining market
Wheel green bar loyalty decline, primarily amongst
LSM1-4 housewives, is driven by poor product experience coupled with price premium
& low key promotional programme
Get parents (of children aged 8-16) who don’t like eating in a smoky atmosphere, to bring
their families in to the restaurant to try the weekend
lunchtime menu
Get LSM1-4 housewives to re-engage with Wheel green bar, even when other brands are
on promotion
Root Issue Job to be DoneSurface Issue
Having defined the problem well by getting to the Root Issue, makes it really easy for us to craft the Job to be Done
WHAT, BY WHOM, WHEN & WHERE, WHYRoot Issue
Use your 6P lever analysis to answer the following key question
BRINGING IT ALL TOGETHER
Describe your Surface Issue or OpportunitySurface
Issue
WHAT is happening in terms of buying behaviourWHO is displaying this type of behaviourWHEN do they display this behaviourWHERE do they display this behaviour
Use your buying behaviour analysis to answer the following questionsBuying Behaviour
WHY are consumers behaving the way they are? Which lever is the driver of this behaviour? What are the barriers and triggers to the desired consumer behaviour change?
6P BrandLevers
Now that you have completed your analysis, you need to go back to your 6P detective model, and complete the levels to ensure you are telling a consistent story from Surface Issue through to Root Issue.
MARKET SIZE & DEFINITION
How is the market defined, and how large is the market both in terms of
volume and value.
MARKET GROWTH
What are the trends, over both short and long term
BRAND SHARE
How are Brands performing, in terms of their share (both company and
competitor Brands)
CHANNEL EXPANSION
new geography, new channel, new customer
CUSTOMER
Customer satisfaction, customer motivations, Customer’s shopper issues, Customer’s programs
CONSUMER/SHOPPER
PenetrationHow many people buy?
AWP (per trip) & frequencyHow much do they buy?
CHANNEL EFFECTIVENESS
Numeric distribution, weighted distribution, stock weight, RLT
value/volume share, space share, assortment, rate of sales
CommunicationIn-store
The Brand’s values, benefits and reasons to
believe
Assortment
The range of product available
in-store
Activation
The activation in-store to drive engagement & close the sales
PRICE
The price paid for the product, full
price or on promotion
VISIBILITY
How product visibility in-store
PROMOTION
What is the extra tangible benefit shopper can get when buying our
product
Market Dynamics &Financials
Consumer / Shopper
Behaviour
Channel/ Customer
6PLevers
“Key Observation”Key Observation
Issue / Opportunity Identify the key issue(s) or opportunity(s) here
6PS DETECTIVE TOOLS
PRIORITISING ROOT ISSUES AND OPPORTUNITIES2
Consumer acceptance
Customer interest
Supply Chain Complexity
Size of segment
Builds equity
Profitability
Its likely you have more issues than you want to focus on, so you need to compare these on 2 key factors:
• How ATTRACTIVE is the issue, ie. how big is the business opportunity
• How ACHIEVABLE is the issue, ie. what people, money or brand attributes are needed to complete it
Use the prioritisation matrix to help you make that decision.
Achievability
Att
racti
veness
0
100
100Achievability
Att
racti
veness
0
100
100
Issue 2Issue 2
Issue 1Issue 1
Issue 3Issue 3
Issue 5Issue 5
Issue 4Issue 4
XIssue 6Issue 6
Issue 7Issue 7
Issue 8Issue 8
Issue 9Issue 9
X
X
COMPLETING THE OUTPUT
Identify with an “I” for Issue or
“O” for opportunity
Identify the Key Brand to be
involved in this “I” or “O”
Describe the Root Issues, using WHO,
WHAT, WHERE, WHEN, WHY
Identify the supporting evidence
Identify the Key Lever related to this “I” or “O”
Identify who owns this “I” or “O”
The final summary and output of your analysis is the
Category Issues & Opportunities Sheet.
3
OUTCOME EXPECTED FROM TRADE VISIT
WHAT ISSUES WE NEED TO FIXWHAT OPPORTUNITIES WE NEED TO CAPTURE TO WIN TARGETED SHOPPER
TO SELL MORE
CATTEGORY/ BRAND
Target consumer Target Shopper
Market Visit to observe: Shopper/
Customer and Store 6Ps
Identify What issues we need to fix/ what opportunities we need to capture for our brand to win targeted shopper to sell more
COMMUNICATIONIn-store
How your brand &competitors in-
store communication look like: brand
logo/message/promo offer well
comnunicated?
ASSORTMENT
How about your product range
available in-store?What missing?What’s new?
Activation
How other activation activity in-store (redemption, consultant, sampling,…)
PRICE
What is the on-shelf price (full price)?
What is the on-shelf price on promotion
How our sell-in price vs competitor? (%
discount to retailer in GT)
VISIBILITY
How total store look like?
What is the key traffic follow in-store
Where is the best location in-store?
Where is our product location?
How about our space share on main-shelf?
How about off-location display (GE,
SS, hanger,…)
PROMOTION
How attractive our promotion offer vs competitors (depth,
diversified)
How do they appear in-store
THE IN-STORE MARKETING MIX
Availability
OfferCommunication
THE IN-STORE MARKETING MIX
Availability
The range of products available to buy within a channel or outlet.
The range of products maintained in-stock within a channel or outlet.
The merchandising of products within the outlet.
The minimum inventory of products within a channel or outlet.
The delivery lead-times of products ordered by a shopper within an outlet or channel.
OfferCommunicatio
n
THE FOCUS SHOULD BE ON THE HOME SHELF, HOWEVER
The home shelf is:
• Where shoppers go week after week after week
• Where shoppers go to compare brands
• Getting it right in-store begins with getting it right on the home shelf.
The home shelf is typically the most important place for availability and visibility
AVAILABILITY SHOULD BE THE PRIMARY FOCUS
People can’t buy a product that they can’t find!
UNDERSTAND IF THERE IS TRAFFIC FLOW –THERE OFTEN ISN’T
Entrance / Exit
CHECKOUTS
HOTSPOTS AND “NOTSPOTS”
Too high – can’t see / out-of reach
Eye - level
Hotspot – 15 degrees below eye level-
Easy to see – easy to grab
Too low – can’t see / out-of reach
Potential blind spot
BLOCK IN WAYS WHICH MAKE SENSE TO SHOPPERS
Pack format choice is driven by consumption needs:
I need a re-sealable bottle
Merchandising makes it easy for the shopper to find something that meets the consumer’s needs
BLOCKING SIMILAR PRODUCTS TOGETHER MIGHT MAKE SHOPPING EASY…
VIEW THE WORLD AS THE SHOPPER SEES IT…
ALLOW ‘BEACON BRANDS’ TO STAND OUT – THEY HELP SHOPPERS NAVIGATE (AND SOMETIMES FIND) THE CATEGORY
Availability
Offer
Communication
The messages conveyed to a shopper within a channel or outlet.
The materials used to convey messages to shoppers within a channel or outlet.
The conduct and presentation of brand representatives within a channel or outlet and
the messages they convey to shoppers.
The location of communication materials, brand representatives and product displays within the
outlet
WE NEED TO SEND THE RIGHT MESSAGES TO SHOPPERS
COMMUNICATION IS ABOUT UNDERSTANDING THE TARGET SHOPPER, THE MESSAGE AND THE MEDIA
What message is critical to taking the shopper to purchase?
Which barriers need overcoming?
Which media is likely to work in this environment?
How much time do we have to deliver a message?
GREAT COMMUNICATION LEADS TO BEHAVIORAL CHANGE
At the fixture
Communicates premium
Encourages trade up
From a distance
Signals ‘beer’
Encourages basket
penetration
BRILLIANT COMMUNICATION INSPIRES CHANGES IN LONG TERM CONSUMPTION AND SHOPPER BEHAVIOR
Impactful on a dull shelf
Easy to access new spices (buy eight in one pack)
Guidance for a simple recipe
Other recipes provided to change long term usage
COMMUNICATION CAN HELP SHOPPERS NAVIGATE THE STORE OR ATTRACT THEM TO THE CATEGORY
USE COMMUNICATION TO CUT THROUGH COMPLEXITY
CONSIDER PLACEMENT AND MESSAGE CAREFULLY
Complicated messages need to be read
High level signs must be simple
Consider the role of the media
Is it to attract to the category?
Is it to educate those that are already engaged?
Choose the appropriate location for the purpose
GO TO WHERE THE SHOPPER IS; AND ENCOURAGE A BEHAVIORAL CHANGE
If the shopper isn’t going to your category, then your communication needs to be elsewhere
Communication on its own might not be enough to change behavior
Clever communication plus secondary siting delivers the message and enables a new purchase
IF MEDIA NEEDS ATTENTION – PLACE IT WHERE SHOPPERS MAY BE WILLING TO ENGAGE
Shoppers may need persuading to pause mid shop
Consider how best to interrupt them and cause them to pause
Choose a location where the shopper will be prepared to stop and watch
COMMUNICATION EASILY GETS LOST ON A BUSY FIXTURE
Consider what the media will look like from the shopper’s point of view
Consider the reality of the environment
Go to stores and check
USE GRAPHICS AND SIMPLE TEXT - SHOPPERS WILL ONLY GIVE YOUR BRAND A FEW MILLISECONDS TO GRAB THEIR ATTENTION
WE NEED TO MAKE THEM A MOTIVATING OFFER
Availability
Offer
The average retail price of products within a channel or outlet.
The depth of promotions within a channel or outlet.
The promotion mechanics used within a channel or outlet.
The extent of after-sales or added value service offered to shoppers in a
channel or outlet.
Communication
THE OFFER BLUE-PRINT ADDRESSES TWO KEY AREAS
PromotionsRegular
in-store pricing
AN EFFECTIVE PROMOTION MUST CHANGE SHOPPER BEHAVIOR
Supports consumption growth by changing shopper behavior
Profitably meets company objectives
Profitably meets customers’ objectives
Promotions can undermine so much brand value
TOO MANY PROMOTIONS AFFECT THE WAY CONSUMERS VIEW THE LONG TERM PRICE
In some markets Colgate is frequently promoted on volume deals
Savvy shoppers (even loyalists) stock up
Savvy shoppers wait for deals, and only buy on deal
The “normal” or long term price to shoppers is actually the promoted price.
PLANNING YOUR OFFER
What is the right price for the channel:
To create change in shopper behavior
Versus competitors
Attractive trade margin
Are promotions necessary to change shopper behavior? If so:
What is the goal?
Which segments and brands?
Which mechanics?
HOW TO PREPARE FOR YOUR VISIT
1. Before You Go…2. As you enter…
3. As you do the shop…
4. When you check out…
5. When you get back…
What store = What objective
Write down clearly objective
• Traffic follow: where are people moving to and from
• What catch your eyes
• How shopper movement, their activities
• Move to your cateogy shelf, look at the shelf following principle 10 – 5 - 1
• Notes 6Ps (Assortment/price/promotion/space share/activation/extra visibility, brand communication)
• TAKE PICTURE
• Quickly capture following 6P structure
• Watch shopper behavior when they waiting checking out
• What COC display
1. Take a different perspective: You need to step
outside of who you are and become one of them.
2. The power of asking Why: Just observing something is useless. We need to ask ourselves why did she do that or why is that good. We must form hypothesis to be proven, or disproven.
3. The way we judge: We must appraise what we see impartially. The shopper merit is determined by the shopper, not us.
3 NOTES WHEN IN-STORE
1
2
3
5
PART 5: DEFINE CHANNEL OBJECTIVE
Objective:• How to define channel Objective basing on
key I/Os
Outcome• Develop 3 key Objectives from top 3 key I/OsTime• 45 Minute for content• 45 minute for exercise
Which jobs should to be done to achieve Channel KPIs
CHANNEL – CUSTOMER OBJECTIVE
CHANNEL OBJECTIVE (JOB TO BE DONE)
How we will realize the opportunity or overcome the issues (challenges)
• A Clear and vivid description of “What we must do” for each of the 1-3 prioritized Opportunities or Issues
• May be more than 1 “What we must do” for each opportunity or challenge
• Or more than one I&O can be reflected in an “What we must do”
Clear “What we must do” is named as Channel Objective
1. Desired Change 2. Target Audience 3. Measureable
Consumer Marketing &
Shopper Marketing
Customer Development
& Shopper Marketing
What behaviour
change are we
looking to change,
and what barriers
must be
overcome?
Who are our
tightly defined
target consumers
or shoppers?
What is the
measurable
success criteria
which will drive
the KPIs we
identify?
What change do
we wish to drive,
and what barriers
must be
overcome?
Who is our
defined target
across channels,
retailers or
shoppers?
What is the
measurable
success criteria
which will drive
the KPIs we
identify?
OBJECTIVE SETTING – A 3 STEP PROCESS
Desired behaviour change
Target Audience Measureable FINAL OBJECTIVE
Increase
penetration
levels of Dove
Conditioner
Loyal Dove
users who do
not use Dove
Conditioner
Increase Dove
Conditioner
penetration from
47% to 56% by
targeting Dove
loyalists by 31st
July 2014
ISSUE:Dove Conditioner penetration has dropped 12% over the previous 12 month period despite gains in
total distribution of 9% and a reduction in shelf price of 7% in the same period driven by no ATL focus on Conditioner in the same period.
Penetration
from 47% to
56% by 31st
July 2014
PREFER OBJECTIVE: BRAND CONSUMER EXAMPLE
ISSUE:Soft drinks frequency has dropped by 8% over the last 3 years. Shoppers are making 7% less trips down the
aisle as they “top up” shop more frequently (+12%) in the same period
Desired behaviour change
Target Audience Measureable FINAL OBJECTIVE
Increase
frequency of
soft drinks
purchase
amongst
current
shoppers
Medium / low
frequency
shoppers of
soft drinks
Increase
frequency levels
by 10% of the
1.8mm medium /
low frequency
shoppers of soft
drinks by
December 2014
Increase
frequency of
target
shoppers by
10% by
December
2014
PREFER OBJECTIVE: SHOPPER EXAMPLE
ISSUE:Soft drinks Average basket value in Tesco has dropped by 12% over the previous 12 month period. Retailers
have increased the use of single price point promotions at the expense of multi-buys
Desired behaviour change
Target Audience Measureable FINAL OBJECTIVE
Increase
Average
basket value
of Coca-Cola
brands by 15%
versus
previous full
year
Tesco
Shoppers
Increase Average
basket value of
Coca-Cola brands
by 15% in Tesco
versus previous
full year
by December
2014
Increase
Average
basket value
by 15% versus
previous full
year
by December
2014
PREFER OBJECTIVE: CUSTOMER EXAMPLE
• A key principle:• More than one I&O can be reflected in an Objective. They will, however, normally be
I&Os that show multiple reasons behind a key trend.
ISSUE: Soft drinks AWP in Tesco has dropped by 12% over the previous 12 month period as retailers have increased the use of single price point promotions at
the expense of multi-buys
Increase AWP of Coca-
Cola brands by 15% in
Tesco versus previous full
year
by December 2014
ISSUE: Soft drinks AWP in Tesco has dropped by 12% over the previous 12 month period as Shoppers
shop more frequently for smaller baskets
FROM I&O TO OBJECTIVE
• A key principle:• One I&O is unlikely to lead to more than one Objective. If it does, it is likely
that the original I&O was too broadly written. For example, the I&O below leads to two Objectives, but should have been broken down into two I&Os
ISSUE: Soft drinks AWP in Tesco has dropped by 12% & penetration by 5% over the previous 12 month period. Retailers have increased the use of single price point promotions at the expense of multi-buys & as Shoppers shop
more frequently for smaller baskets which has declined the AWP. Declining promotional frequency has led to a fall in penetration
Increase AWP of Coca-Cola
brands by 15% in Tesco
versus previous full year
by December 2014
Increase penetration of
Coca-Cola brands by 6% in
Tesco versus previous full
year
by December 2014
FROM I&O TO OBJECTIVE
6
Objective:• Clear on Steps to develop channel activities
Outcome• Have some key activities ideas for each
Channel Objective
Time• 45 Minute for content• 45 minute for exercise
Which activities should we focus investment on to achieve plan objective ?
THINK BIGIS NOT JUST ABOUT WHERE YOU STAND
IT’S MORE ABOUT
WHERE YOU’RE HEADING AT
Job to be Done
Job definition
Consumer driver Target Shopper Current Shopper behavior
Desired Shopper behavior
Specific objective
BEFORE WE CAN BEGIN WE NEED A CLEAR OBJECTIVE FOR OUR ACTIVITY
Drive moisturizer penetration up from 10% to 25%
Encourage 17% of cleanser shoppers to buy moisturizer at the same time
Availability
OfferCommunication
Shopper
behavior
THE IN-STORE MARKETING MIX
1. DEVELOPING YOUR OPTIONS – BRAINSTORMING
For each objective, think about what it will take to achieve it.
Identify as many ways as you can.
Be prepared to consider several alternative strategies.
DEVELOPING AND SELECTING OPTIONS
There are many ways to achieve each objective.
The selection of the best options to achieve the objective depends on a number of factors:
o impact on shopper behavior (based on past activity and/or research)
o speed of implementation.
o ease of implementation (bearing in mind the potential cost to both the company and the retailers in the channel).
DEVELOPING POTENTIAL TACTICS- BRAINSTORMING
Use Post-It notes
One idea, one Post-It note
Don’t edit, or evaluate at this stage
THINGS TO REMEMBER WHEN BRAINSTORMING
There aren’t right or wrong ideas,
just ideas
There aren’t good or bad ideas, just
ideas
Go fast Don’t filter
Just write whatever (it’s only a Post It™)
CLUSTERING YOUR BRAINSTORM RESULTS
Look for synergies or similarities between ideas.
Seek out the ideas that may form a strategic focal point.
Don’t worry if an idea can’t be clustered.
Turn clustered ideas into a strategic options tree.
Define the ideas you’ve clustered within the tree.
2. EVALUATING YOUR OPTIONS
The potential list of options coming out of your brainstorming (and clustering) could be large, so before you start to evaluate them, discard
the obvious “non-starters”.
You will then need to decide on: the criteria you will use for evaluation
the level of detail you need.
The list of criteria you might choose may include: impact on shopper behaviour (based on past activity and/or research)
speed of implementation. ease of implementation (bearing in mind the potential cost to Vinamilk).
The level of detail will depend on the complexity of the original objective and some of the strategic options under consideration.
TEMPLATE – OPTION EVALUATION
First choice
Potential quick wins
Bad choice
Second choice
Speed, ease, cost HighSpeed, ease, cost Low
Impact on shopper/consumption behaviour Large
Impact on shopper/consumption behaviour Small
3. SELECTING OPTIONS
Consider all the options that you have plotted on the grid.
First choices will always be those options that are “large (impact on shopper behaviour) and “high” (speed or ease).
You may, however, not have too many to choose from in that area if you have done your evaluation correctly, so you will have to look to other quadrants for your final selection.
“Large” (impact on shopper behaviour) and “low” (speed or ease) will always be preferable to “small” (impact on shopper behaviour) and “high” (speed or ease) but use your
judgment to select the best options or combination of options.
Category Channel
Objective In-store mix elements Value Cost
Availability strategies
Communication strategies
Offer strategies
SELECTED STRATEGIES CAN BE SUMMARIZED FOR EACH OBJECTIVE
Fit with Jobs to be Done
Fit with Measurable
Objectives
Fit with Target Audience /
Source of Business
Fit with Campaign Idea
Maximises impact /
talkability
Maximises channel
efficiencies
Sufficient budget to execute
plans in full
Optimises ROI
Intelligently phased /
scheduled for consumer &
shopper
Integrated within master-
brand and within category
Integrated across customers
and channels
Integrated between OpCo
and Region
“Triple Whammy”
Tight Strategic Fit Best Bang for Buck Integrated and Aligned
How to filter, focus & prioritise the Executions
1 2 3
ASSESS STRATEGIC FIT USING FIT FUNNEL
Criteria Questions Y/N
Tig
ht S
trate
gic
Fit
Fit with Job-to-be-done
• Does it deliver against the JTBD?
Fit with Measurable Objectives
• Will it directly or indirectly deliver against the Measurable Marketing Objectives (MMOs)?• Will it directly or indirectly deliver against the Measurable Communication Objectives (MCOs)?
Fit with Target Audience / Source of Business
• Is there a strong Target Audience Fit? • Will it enable us to reach our Target Audience in a way that is either particularly efficient and/or
particularly engaging?• Does it deliver against the Target Audience Task and Barrier to Overcome?
Fit with Campaign Idea
• Is the execution consistent with the Campaign Idea and the Brand Key Vision?
Feasibility & Complexity• Can we do it?• Is the opportunity available?• How complex/resource intensive will the activity be to execute? How much will it cost?
■ How does the whole year “brand experience” feel from your point of view?
■ How well do the brand’s activities fit with your consumption habits? Do you think the activities in combination will
encourage you to change your consumption behaviour?
■ Is the brand talking to you in a way that will grab you and inspire you to tell others?
■ Is the brand talking to you at times (of the day, the week, the year) when you are most receptive to listen and act?
■ How does the in-store brand experience feel from your point of view?
■ How well do the brand’s in-store activities fit with your shopping habits / frequency? Do you think the activities will
encourage you to change your shopping behaviour?
■ Are the brand’s in-store activities likely to stand out vs. competitors?
Consumer
Shopper
INTEGRATION & ALIGNMENT CHECKLIST
■ Are the launches aligned with the retailers’ launch “windows”?
■ How well do the activities fit with retailers’ promotional calendars?
■ Will the retailers feel inspired and motivated by these plans?
■ Will they believe that the plans will help drive category growth?
■ Will they feel that the plans will enable them to differentiate themselves vs. their competitors?
■ Are the activity plans for the different parts of the masterbrand complementary?
■ Do they take advantage of potential synergies?
■ Do they avoid clashes in terms of timing?
■ Is the overall budget allocation well phased over the year?
Retail
Customer
Master
brand
Category
Frozen
Chilled
■ Are the activity plans for the different brands within the category portfolio complementary?
■ Do they take advantage of potential synergies?
■ Do they avoid clashes in terms of timing?
■ Is the overall budget allocation well phased over the year?
INTEGRATION & ALIGNMENT CHECKLIST
CUSTOMER JOINT BUSINESS PLANNING
UNDERSTAND CUSTOMER MODEL
Learn to speak your customer language
CUSTOMER JBP MODEL
CUSTOMER JBP -EXAMPLES
Customer Economic Model Impact:
Operating
CostTrade MarginBasket ValuePenetration Frequency
• Innovation – Launch exclusive toothbrushes
• Visibility – Structure shelf in dual usage (TP & TB) to leverage TP to remind of TB. More extra display to
remind of impulse purchase
• Customer Marketing event – Provide product information (CA consulting)/ training toolkit for end-users
to educate shopppers of TB purchasing
• Promotion – Focus on synergy of TP & TB; Bundle TB offer,
KEY LEVERS
Increase End-user shopping basket by Adding Toothbrush in the shopping listCUSTOMER JBP:
ALIGN ONCOLLABORATIVE GROWTH PLATFORM
JOINT BUSINESS PLANNING - PROCESS
OPERATION EXCELLENCE
WHAT are the key factors driving
implementation?
WHAT to measure
HOW to measure
WHEN to measure
MERCHANDIZING
PROMOTION GIRLS/BOYS
ACTIVATION
PROMOTION
NEW LAUNCH
CRITICAL TO AUDIT & EVALUATE THE EFFECTIVENESS
KHI ĐẦU TƯ CHƯƠNG TRÌNH TRADE HỖ TRỢ BÁN HÀNG, ĐO LƯỜNG TÍNH THỰC THI VÀ HIỆU QUẢ LÀ QUAN TRỌNG
Availability
Affordability
Quality
Visibility
Promotion
Persuasion
Availability
Affordability
Quality
Promotion
Visibility
Patron Drivers Execution KPIs KPI elements
• Assortment
• Stock level
• Price communication
• Price index
• Product expiry
• Cold beer
• Hygiene
• Packaging
• Merchandising (On/Off-Shelf, Chiller)
• Temporary and permanent POPM
• Promo deployment
• Promo stock
• Promo expire
Persuasion – SP• SP appearance
• SP coverage
SHOPPER missions KPI Audit for execution measurement
DỰA TRÊN SHOPPER & DIRECTION, KPIS ĐỂ ĐÁNH GIÁ THỰC THI CẦN RÕ RÀNG
THỰC THI TỐT, DOANH THU CŨNG TĂNG THEO
(1) Number of Brand SKUs, (2) having Branded Cooler and (3) Purity of Brand are top 3 drivers.However, soft measures like source of supply, satisfaction and service frequency play very important part
ĐÁNH GIÁ YẾU TỐ QUAN TRỌNG TRONG CỬA TIỆM ĐỂ ƯU TIÊN ĐẦU TƯ
Client Sales In
QUẢN LÝ HÀNG TRONG KHO TẠI NHÀ BÁN LẺ CHUẨN, TIẾT KIỆM ĐƯỢC CHI PHÍ& LÊN KẾ HOẠCH BÁN HÀNG CHÍNH XÁC
Area performance
ĐẢM BẢO THÔNG TIN CHO CHƯƠNG TRÌNH ĐƯỢC TRUYỀN TẢI CHÍNHXÁC ĐỂ NÂNG HIỆU QUẢ CHƯƠNG TRÌNH CAO
0
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2013-2015TD Step 1 Step 2 Step 3 Step 4 Step 5 TotalOpportunity
Millio
ns
+1.1M USDOptimize Activation in-store by reach optimal penetration & sales
+0.4MUSD in CYTD2015
Improve Brand tools
+0.7 M USDIncrease Tem PG to 30% of total promoter spending
+6.2 M USD(30% of current stores spending)
No extra spendingBrings 2.27 M USD
in RevenueNew coverage
Brand POS Tools in CYTD2015 Increase by 13%
New channel ROI Increase by 3%
PG ROI Increase by 3%
+25.9M USDIncrease Distribution by 3%
Activation ROI Increase by 7%
M RMB
195 M USD
229M USD
+ 34.3 M USD
TÍNH TOÁN CHI PHÍ ĐẦU TƯ – LỢI NHUẬN CHO TỪNG HOẠT ĐỘNG
Anh Hứa Thái ĐạtEmail:
0985969132
Tô Phạm An NhiênEmail:
0923415239
CONTACT
SALE & ADMIN
Nguyễn Thị Thu ThủyEmail:
0973619900 - 0939168922
Hà Đăng KhôiEmail:
0975558406
CONTENT & MARKETING OPERATION
BUSSINESS CONSULTANT
