pricing success in an inflationary economy
DESCRIPTION
During this webinar, Mark Kelso, Director of Pricing for Pamida Stores, will share insights on their price optimization strategy and results. Pamida wanted to improve their every day value proposition and required additional discipline and capabilities to develop and support their pricing strategies. They developed strategies based on consumer segments and an ongoing systematic capability to optimize pricing based on their customer’s demand signal. With price optimization they are now able to identify changes in consumer sentiment and quickly adjust their strategies.TRANSCRIPT
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July 14, 2011 #LiveWebinar
Pricing Success in an Infla<onary Economy
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About Retail TouchPoints
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Panelists
SP
EA
KE
R
Mark Kelso Director of Pricing Pamida Stores
Debbie Hauss Editor-in-Chief Retail TouchPoints
MO
DE
RAT
OR
Cheryl Sullivan VP Product Management Revionics, Inc.
Spe
aker
Spe
aker
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Consumer Confidence Declining
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Is the economy heading in the right direction?
Source: American Pulse™, June-2011, N=5406
Regardless of political party, more Americans think the economy is heading in the wrong direction compared to those who think it is at least somewhat on track.
Adults 18+ Republicans Democrats Independents
1 – No, not at all 25.8% 39.8% 12.3% 26.7%
2 – No, not really 34.1% 37.2% 29.5% 37.6%
3 – Neutral 18.1% 12.3% 21.7% 18.3%
4 – Yes, somewhat 19.7% 9.2% 32.4% 16.0%
5 – Yes, definitely 2.3% 1.4% 4.1% 1.4%
Total 100.0% 100.0% 100.0% 100.0%
Average 2.4 1.9 2.9 2.3
Not at all/Not really 59.9% 77.1% 41.8% 64.4%
Somewhat/Definitely 22.0% 10.6% 36.5% 17.3%
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And They are Coping By:
Source: BIGresearch® CIA®, May-2011, N=8,344
16.7%
22.7%
29.6%
34.8%
38.7%
41.3%
43.7%
47.2%
0% 10% 20% 30% 40% 50%
Shopping more online
Doing more compara<ve shopping online
Doing more compara<ve shopping with ad circulars/newspapers
Buying more store brand/generic products
Using coupons more
Shopping for sales more oWen
Shopping closer to home
Taking fewer shopping trips
As a result of fluctuaBng gas prices, are you doing any of the following? (Check all that apply)
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PracBcality in Purchasing In the last 6 months, have you made any of the following changes? Adults 18+
Source: BIGresearch®, Consumer Intentions & Actions® Survey, MAY 06-11
40.9%
36.7%
42.2%
47.4%
42.9%
48.8%
44.8%
49.5%
44.8%
50.7%
56.9%
51.5%
57.9%
54.9%
0%
10%
20%
30%
40%
50%
60%
May-‐06 May-‐07 May-‐08 May-‐09 May-‐10 Apr-‐11 May-‐11
I have become more pracBcal and realisBc in my purchases
I focus more on what I NEED rather than what I WANT
Upward Trend
Continues
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Retailer Challenges: Brought On By The New Economy
Source: RSR Research, April 2011
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Commodity InflaBon Puts Pressures on Retail Prices
Source: Interna<onal Monetary Fund
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Right Pricing with Price Op<miza<on: Experiences and Benefits Mark Kelso, Director of Pricing
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Today’s Agenda
• About Pamida • Price Op<miza<on Strategy
– Planning approach – Devising strategies – Measuring results
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About Pamida
• Regional retailer – 200 stores, 17 Midwest states – Convenience retailer in rural communi<es – Grocery, apparel and general merchandise – Charitable founda<on suppor<ng our communi<es – Affiliate of Sun Capital Partners, Inc.
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Pricing Ini<a<ve
• Opportunity to project updated branding – Price image was a key factor – Lacked systema<c way to
execute price strategy
• Why Price Op<miza<on? – Provided capabili<es to
forecast poten<al impact of mul<ple strategies
– Recommended the best op<ons for maximizing ROI and strategy impact
Easy Reliable Affordable
Convenience Retail in Rural Towns
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• Price op<miza<on implementa<on approach – Crawl, Walk, Run Approach
• Simplicity: Limits variable to analyze and refine • Focus on most impaciul • Gained benefits sooner
– Financially – Understanding
• Layer on complexity once perfected
Approach
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• Price op<miza<on implementa<on approach – Designed test and control for proof of
concept • Limited number of stores • Specific dura<on • Developed test goals
– Fine-‐tuned strategies as test progressed
– Executed full Zone rollout upon exceeding desired results
Approach
Optimized Prices
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Proof of Concept
• Why Proof of Concept? – Provide a sandbox to model strategies
• Test without great risk • Accelerate organiza<onal buy-‐in
– Iden<fy and mi<gate data integrity issues
– Validate vendor and technology solu<on
– Develop lean process • Minimize impact of new pricing process on organiza<on
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Enterprise Strategy
• Define enterprise strategy with intended results – Full understanding of our role in marketplace
• Easy -‐ Reliable -‐ Affordable • Iden<fy the set of strategies that meet those goals
– Tie in other marke<ng components • Product assortment, placement, packaging, promo, people
• Leverage consumer insight to execute detailed strategies ― Items ― Category ― Store
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Strategy Approach
Brand PosiBoning
Merchandise Strategies Core Convenience
Easy Reliable Affordable
Convenience Retail in Rural Towns
Pricing Strategies
Turf Protector
DesBnaBon
Maintain Margin Margin Enhancer
Price OpBmizaBon
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Item Specific Strategy
• Item level analysis • Ul<mate traffic drivers
– Determined items that are the most important to our customer (known value items)
• RepeBBve purchases: buy on regular basis, typically know compe<ng prices, may change primary shop based on price, highly elas<c items
• Non-‐repeBBve purchases: higher priced items, will shop around based on price, decision driven more on price and service than convenience
– Defined item-‐specific strategy – Combina<on of consumer behavior analysis and compe<<ve shopping approach
– Tie into visual merchandising programs
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Category Specific Strategy
Traffic Driver
Turf Protector
Maintain Convenience
Margin Enhancer
1.80
1.20
1.00
0.85
Elas<city
P R I C I N G
Price Aggressive
Margin Friendly
1. Calculated product hierarchy elas<city
2. Created bands or stratums based on consumer elas<city
3. Set strategies at band-‐level to maximize consumer buying behavior
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Category Strategy Refinement
• Determined category candidates for greater price image impression or category branding – Upgrade band strategy to drive greater price impression
– Used as gateway category into a department
• Elas<city insight makes this possible.
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Store Specific Strategy
• Determine which groups of store consumers reacted similarly.
• Vendor provided analy<c service: – Scien<fic analysis of
consumer buying behavior – Cluster recommenda<on
based on consumer buying behavior, cost/ benefit analysis
Store Cluster Analysis Notable ElasBcity Factors
Popula<on Density
Spending per Household Income Level
People per Household Percent Blue Collar Distance to Big Box
Number of Grocery Stores Number of Dollar Stores
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Store Cluster Analysis
• Perfect blend of art and science – Ini<ated
• Price Sensi<vity • Demographics • Opportunity Cost
– Refined • Business Intelligence • Minimize Risk • Market Poten<al
1 1.2 1.4 1.6 1.81
1.05
1.1
1.15
1.2
1.25
1.3
1.35
1.4
Elasticity (Quantity Weighted)
Elas
ticity
(Con
fiden
ce W
eigh
ted)
Cluster results with re-modeled elasticity data
4
2
1
3
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Strategy Refinement
Traffic Driver drove unit sales
Margin Enhancer drove profits
Current scenario
Sales, Margin, and Profit Forecasts compare scenario outcome.
• Analyze and refine price strategies – Make mid-‐course correc<ons to strategies based on data analysis
– Perform what-‐if analysis for poten<al changes in new strategy prior to implementa<on
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Price Op<miza<on Results
• Targeted goals were measured against actual results • Pilot & Roll-‐out outperformed targets
10241539
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Leverage Price Optimization to Succeed in an
Inflationary Economy
Cheryl Sullivan VP Product Management
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Retail Challenges
29
Frequent Sentiment Changes!
Price Sensitivity! Hyper-competition!
Declining Consumer Confidence!
Protecting Price Image!
Commodities Cost Increases!
New Retail Challenges
Historical Pricing Practices
Ø Blanket price to cover cost increases Ø Blindly matching competitors prices Ø Less frequent prices changes Ø Basic pricing rules X Less Spending!
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Why Use Price Optimization
" Blends Art & Science
" Listens to your consumer demand signal
" Productized Science - goes where traditional methods cannot
" Predicts and responds to economic changes & challenges
" Systematically & surgically execute strategies
30
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Leveraging Price Optimization to Succeed
31
Loyal Shoppers!
Increase Market Share!
Increase Sales & Margins
Larger Baskets!
Improve Price Image
Alignment to Category Plans
Results!
Price Optimization Best Practices
► Category Strategy Alignment ► Use Key Value items Strategically ► Take Advantage of Competitive Price Data ► Elevate Private Label Strategy ► On-Demand Simulations
ü Increase Brand Image & Loyalty
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Supporting the Category Planning & Review Process
32
Categories are managed as “Strategic Business Units” focused on delivering consumer value using a Consumer Centric Approach.
Category Roles are implemented through the Right Mix of Strategies & Tactics in a category
The Result: Leverage the power of pricing to achieve the higher level category roles and objectives
Category Definition
Category Role
Category Assessment
Category Scorecard
Category Strategies
Category Tactics
Plan Implementation
Ca
teg
ory
Re
vie
w
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Best Practice Category Management Strategies (The Partnering Group Model)
• Draw consumer traffic into the store
Traffic Building
• Increasing the size which drive higher Basket Ring
Transaction building
• Protect against targeted Competitors
Turf Defending
• Generate Profits Profit Generating
• Generate Cash Flow Cash Generating
• Communicates desired image in price, quality, service , variety
Image Enhancing
33
High share, high price awareness, frequently purchased, high spend
Large transaction size/baskets, high movement, impulse purchases
High moving products, highly price-sensitive, highly promoted by competitors
Higher margin products Low price sensitive, high loyalty, high basket ring
Fast turning products, low inventory, efficient payment terms & suppliers
Price image, reinforcement of retailer theme of topical subject (i.e.
sustainability, health, etc.), quality image
Best Practice Category Strategies
Intent Product Characteristics
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Pricing Strategies Support Category Strategies
34
Category -Pet Care
Destination Role
Subcategory -Bagged Pet Food
Subcategory - Canned Pet Food
Subcategory -Toys, Misc
Key Value Items (KVI)
Revionics Pricing Strategies
Increase Vol/Share, Price Sensitive
High Freq
Increase Vol, Price Sensitive,
Competitive
Large transaction size/baskets, high
movement, impulse purchases
Increase Margins Maintain Sales
Traffic Generator Turf Defending Transaction
Builder Profit Generator
Category Strategies
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Predicting Price Impact Prior to Execution!
Real-time “What-if” - Plan and optimize price scenarios on-demand
" Analyze & refine price strategies
" Identify the best options to accomplish business objectives
" Forecast Performance
" Laser Focus on Key Value Items
" Transparency into price recommendations
35
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Category Strategy Definition
36
Profit Gen
Adjust optimization to align to different strategies
Competitive Original Price Anchor
Margin Price Elasticity
Private Label Good, Better, Best
Volume Margin Brand Sensitivity
General Rules
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Opportunity Items (Profit
Drivers)
Key Value Items
(Sales Image Drivers)
Background Items
Sensitive Low Impact Items
KVI Items: " Demonstrate high demand
response to price changes
" Create traffic into store
" Are core to customer baskets
" Score high on price awareness surveys
" Compliment core customer demographics
" Are key to positioning against competitors
Evolving KVI Strategies to Align With Consumer Behavior
37
Vo
lum
e
Elasticity
Low High Lo
w
Hig
h
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Q&A Your GoToWebinar A.endee Viewer is made of 2 parts:
1. Viewer Window 2. Control Panel
Type your quesBon here
SP
EA
KE
R
Mark Kelso Director of Pricing Pamida Stores
Cheryl Sullivan VP Product Management Revionics, Inc.
Spe
aker
S
peak
er
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