Insight Information in Category Management<br />
Insight Information in Category Management Co-operation<br />
Targets:<br />To illustratehowinformation is used in retailer-supplierpartnership to enhance the confectionarycategoryperf...
Kesko Group, year 2009<br />Building and home improvement trade<br />Food trade <br />44 % of net sales<br />27 % of net s...
Kesko has 2,000 stores engaged in chain operations in eight countries<br /><ul><li>Finland: all divisions
Sweden: building and home improvement trade
Norway: building andhome improvement trade
Baltics: building and home improvement, agricultural and machinery trade, furniture trade and distance sales
Russia: building and home improvement trade, machinery trade
Belarus: building and home improvement trade</li></ul>Finland5.3m<br />Norway 4.5m<br />St. Petersburg area 5m<br />Estoni...
Fazer Group:Turnover 1 441 M€ Personnel 17 000<br />Fazer Group<br />Oy Karl FazerAb<br />Fazer Food Services<br />Fazer B...
Almost 1400 restaurants in the Nordic countries, Estonia, Latvia and Russia
360 000 meals daily
Turnover 536 M€ (2009)
Number of personnel 7 500
Finland's leading bakery and confectionery company, one of the leading companies in the Baltic Sea region and Russia.
21 bakeries in Finland, Sweden, Estonia, Latvia, Lithuania and Russia. Market leader in St. Petersburg.
The confectionery factories are located in Finland: Vantaa, Lappeenranta and Karkkila
Turnover 905 M€ (2009)
Number of personnel  ca 9 200</li></li></ul><li>Fazer Group<br />Strong Market Positions Across the Region 2009<br />The N...
Customer and trend insight for competitive advantage<br />Over 50 FMCG retail and supplier customers<br />Our FMCG supplie...
Partnership<br />
Partnership between Kesko Food and Fazer<br />Why to do it?<br />Seeking for constant Sales and Profit growth<br />Utilize...
Fazer has many interfaces towards Kesko Food<br />Optimal assortment and delivery accuracy towards K-food stores<br />Dema...
Workshop Kesko-Fazer, March 2010<br />Topics shared:<br />Ways Kesko Food and K-retailers are operating<br />Main activiti...
Partnership as Kesko Food and Fazer  do it<br />What does it include?<br />Shared vision and strategies<br />Co-processes<...
Management <br />Rolling 12 months partnership calendar<br />Marketing<br />Tactical  <br />Logistical  <br />Tactics for ...
Partnership as a process<br />Strategical level<br />-top management<br />Marketing level<br />- Chain marketing<br />Tact...
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  • Ecr moscow insight information and category management co operation-final_pub

    1. 1. Insight Information in Category Management<br />
    2. 2. Insight Information in Category Management Co-operation<br />
    3. 3. Targets:<br />To illustratehowinformation is used in retailer-supplierpartnership to enhance the confectionarycategoryperformance and growth.<br /> To give some practicalexamples of the key knowledge tools and practices<br />Agenda:<br />Introductions<br />Short companypresentations<br />Partnership<br />From data to informationtools<br />Segmentation, clusters, solutions<br />Examples of day to daycategory management<br />Planning of assortments – case launching novelty Fazer Nordic Gourmet<br />
    4. 4. Kesko Group, year 2009<br />Building and home improvement trade<br />Food trade <br />44 % of net sales<br />27 % of net sales<br />Car and machinery trade<br />Home and speciality goods trade<br />11 % of net sales<br />18 % of net sales<br />The K-Group’s sales were €12.6 billion<br />Sales in Finland €10.5 billion<br />K-food stores’ sales €5.7 billion<br />Hypermarket (K-citymarket), supermarket (K-supermarket, K-market) and proximity stores (K-extra)<br />The number of the K-Group personnel wasc. 45,000, of whom 22,200 were Kesko employees<br />
    5. 5. Kesko has 2,000 stores engaged in chain operations in eight countries<br /><ul><li>Finland: all divisions
    6. 6. Sweden: building and home improvement trade
    7. 7. Norway: building andhome improvement trade
    8. 8. Baltics: building and home improvement, agricultural and machinery trade, furniture trade and distance sales
    9. 9. Russia: building and home improvement trade, machinery trade
    10. 10. Belarus: building and home improvement trade</li></ul>Finland5.3m<br />Norway 4.5m<br />St. Petersburg area 5m<br />Estonia 1.4m<br />Sweden9m<br />Latvia 2.3m<br />Moscowarea 15m<br />Lithuania 3.4m<br />Belarus9.8m<br />Total about 56m consumers<br />
    11. 11. Fazer Group:Turnover 1 441 M€ Personnel 17 000<br />Fazer Group<br />Oy Karl FazerAb<br />Fazer Food Services<br />Fazer Bakeries & Confectionery<br /><ul><li>The leading food service company in the Nordic and the Baltic countries
    12. 12. Almost 1400 restaurants in the Nordic countries, Estonia, Latvia and Russia
    13. 13. 360 000 meals daily
    14. 14. Turnover 536 M€ (2009)
    15. 15. Number of personnel 7 500
    16. 16. Finland's leading bakery and confectionery company, one of the leading companies in the Baltic Sea region and Russia.
    17. 17. 21 bakeries in Finland, Sweden, Estonia, Latvia, Lithuania and Russia. Market leader in St. Petersburg.
    18. 18. The confectionery factories are located in Finland: Vantaa, Lappeenranta and Karkkila
    19. 19. Turnover 905 M€ (2009)
    20. 20. Number of personnel ca 9 200</li></li></ul><li>Fazer Group<br />Strong Market Positions Across the Region 2009<br />The Nordic countriesFazer Food Services: 1. (28 %)<br />Fazer Bakeries: 1 (18%) (fresh bread)<br />Fazer Confectionery: 2 (15%) <br />FinlandFF #1. (53 %)<br />FB # 1. (39 %)<br />FC # 1 (35%)<br />NorwayFF # 4. (10 %)<br />SwedenFF # 2. (28 %)<br />FB# 2. (28 %)<br />FC # 4. (8%)<br />Russia / FB<br />St Pete #1. (44 %)<br />Moscow # 5. (~7%)<br />BalticsFF #1.<br />FB # 2. (16%)<br />FC # 3. (>10%)<br />DenmarkFF #3. (15 %)<br />
    21. 21. Customer and trend insight for competitive advantage<br />Over 50 FMCG retail and supplier customers<br />Our FMCG supplier customers’ combined market share is over 70% in Finland.<br />Comprehensive management system from strategic to tactical level<br />• Advanced customer segmentation<br />• Planning tools for category management processes, supplier collaboration and marketing<br />• Corporate performance management, analysis and reporting systems<br />• Product information maintenance<br />• Consulting in customer insight<br />
    22. 22. Partnership<br />
    23. 23. Partnership between Kesko Food and Fazer<br />Why to do it?<br />Seeking for constant Sales and Profit growth<br />Utilize and understand consumer and shopper insights<br />To improve target customer’s service and price image of the category<br />To do it with less costs and more efficient way<br />Common KPI’s<br />Need to understand different levels of co-operation<br />Fazer Confectionary<br />Kesko Food Ltd <br />K-retailers (multi format independent entrepreneurs)<br />
    24. 24. Fazer has many interfaces towards Kesko Food<br />Optimal assortment and delivery accuracy towards K-food stores<br />Demand analysis<br />Assortment and spacem. planning<br />Pro-curement<br />Plano-<br />grams<br />Seasons<br />Campaings<br />Novelties<br />Several <br />co-operation interfaces<br />Log.<br />model<br />Buying<br />to WH<br /> Ware-<br />housing<br />Satisfaction,<br />re-buying<br />Buying<br />Store<br />Replenish-ment<br />Delivery<br />Instore<br />logistics<br />In store<br />Pro-motion<br />Customer<br />service<br />Best shelf availability and quality to consumers<br />
    25. 25. Workshop Kesko-Fazer, March 2010<br />Topics shared:<br />Ways Kesko Food and K-retailers are operating<br />Main activities planned for 2010<br />In-store activities<br />Common actions for Spring and Summer 2010<br />How to gain more market share?<br />Page 12<br />
    26. 26. Partnership as Kesko Food and Fazer do it<br />What does it include?<br />Shared vision and strategies<br />Co-processes<br />Co-projects<br />Shared tools and practices<br />
    27. 27. Management <br />Rolling 12 months partnership calendar<br />Marketing<br />Tactical <br />Logistical <br />Tactics for the summer<br />.<br />Dec<br />Locistical plans for<br />the start of the next<br />year<br />Jan<br />Nov<br />.<br />Tactics for the <br />Christmas<br />Feb<br />Oct<br />Locistical plans for<br />the summer<br />Insight<br />information<br />Locistical plans for<br />the autumn<br />March<br />Sep<br />April<br />Aug<br />Tactics for the start <br />of the next year<br />.<br />.<br />Tactics for the <br />autumn<br />May<br />July<br />June<br />
    28. 28. Partnership as a process<br />Strategical level<br />-top management<br />Marketing level<br />- Chain marketing<br />Tactical level<br />- Purchasing<br />Operational level<br />-Logistics, Sales field<br />Feedback / Best Practices<br />- Assortment and Space Management<br />- Activities<br />- Business scorecards<br />- projects<br />- Main guidelines<br />- Sources of differentation<br />- Management Scorecards<br />- Trade as a media<br />- Marketing plans<br />- Brand synergy<br />- execution<br />
    29. 29.
    30. 30. Fazer Confectionary’s KeyAccount Manager’s workbench<br />Market reports<br />And studies<br />Kesko Food’s<br />Customer<br />segmentation<br />Kesko<br />Food’s<br />POS-<br />data<br />Fazer’s <br />DW<br />Kesko <br />Food’s<br />DW<br />Kesko Food’s<br /> Store Clusters by<br />Chains<br />Observations<br />And feedback<br />From Sales <br />Reps<br />Kesko Food’s<br /> marketing<br />Plans by chains<br />Mutual <br />Scorecards<br />And information<br />tools<br />Fazer Confectionary’s Sales Reps /Kesko Food’s information tools<br />
    31. 31. The knowledge tools in use<br />From data to information tools<br />Segmentation, clusters, solutions<br />
    32. 32. Services for Kesko and suppliers<br />Product information<br />Planning tools and reporting<br />Segmentations<br />Expert services<br />Consumer trend modelling<br />Product attributes (about 100)<br />Customer and category tracking<br />Product information maintenance (30 000) products<br />Marketing, campaigns, NPIs<br />Portfolio management and R&D<br />Customer segmentations<br />Customisation of reports<br />Assortment planning and pricing <br />Performance measures<br />Training<br />Consulting<br />Support<br />Store segmentations<br />
    33. 33. K-food stores use a set of unique structures and equipment for assortment planning<br />Page 20<br />
    34. 34. Revised assortment structure<br />Cluster based assortment<br />Store size based assortment<br />Formats nationwide<br />assortment for chains<br />Core assortment for<br />K-food Store<br />
    35. 35. Consumers buy product benefitsShopping behavior reveals important trends <br />...this product has less salt....<br />...it’s good for my health...<br />...this brand I can trust....<br />Trends .. <br />describe consumers’ needs and values, and their changes<br />associated with product attributes:<br />certain attributes<br />certain trends<br />
    36. 36. Trends linked to Nordic Gourmet<br />Quality<br />New experiences and sensory<br />Indulgence<br />Strong brands<br />
    37. 37. Nordic Gourmet trends in FoodStyle groups<br />Quality<br />New experiences and sensory<br />
    38. 38. Customer emphasis for Nordic Gourmet <br />
    39. 39. Nordic Gourmet trends in store clusters – FoodStyle groups are basis of store cluster assortments<br />New experiences and sensory<br />Quality<br />
    40. 40. Assortment suggestion for K-supermarket cluster 1<br />Excellent match for the target customers of the chain<br />The assortment planning tools automatic suggestion ranks the products #2, #4 and #6 in their segment! <br />
    41. 41. Thank you!<br />
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