3. Meet Our Bosses, The Ivanovs: Olga and Igor… Olga is 35 y.o Igor is 37 y.o. They have one child
4. P&G is focused to build full understanding of consumer, shopper and environment Talk to people Visit people at their homes Observe people In-store Register and analyze purchases Conduct Quantitative studies Model and predict consumer and market behavior
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6. Russians are highly educated, doing skilled work vs. other countries Source: TGI, 2005, age 15+ USA NCS 05/06, age 18+ % Russia Poland USA High education - urban women - urban male 32 38 11 9 25 26 Employment - urban women - urban male 58 75 36 52 57 70
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12. What did we learn regarding Crisis Impact on Russian Consumer?
13. 2008 Crisis Hit 2008-09 economic changes have affected Ivanovs’ welfare
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16. The Ivanovs are stressed, more than ever before 1) Life is very busy 2) Now they have less possibilities to pay for free time and retreat Source: TGI and Crisis Tracker (COMCON) Russian consumers saved on: Eating out 38% Leisure, travels 24% Hobby, sport 23%
17. The Ivanovs changed their shopping behavior: P&G crisis tracker JFM’2009 % consumers Changes In Product Usage Russia Ukraine 2009 2009 Switched to cheaper stores 18 24 Switched to cheaper brands 16 16 Up-sized 9 10 Down-sized 3 4
18. How could we together improve the lives of Russian Consumers post-crisis?
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21. Shopper behavior differs by trade channel She does BIG time-consuming shopping for WHOLE FAMILY in Hypermarkets She EXPECTS PROFESSIONAL HELP in baby Stores She BROWSES AND LOOKS FOR INFO/EXPERIENCES in Perfumery She COMES TO SOCIALIZE to Open Market She makes ROUTINE purchases at BEST PRICE in Discounter She is ready to PAY MORE for BEST QUALITY in Pharmacy
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27. Reducing Shrinkage ECR approach Traditional approach Mistakes in processes Mistakes during goods acceptance Internal theft External Theft (30%) Losses/ shrinkage
Let me introduce to you our bosses. They are Ivanovs family. They live in Moscow. Olga is 35. Her husband Igor is 37. They have one child. They will be with us through this session, showing us who Russian consumers are and what their life is like.
The Ivanovs live in Moscow, the most developed city. Moscow gives the tendencies for Russia. Monthly income per capita is the highest here. So consumers can afford to buy premium products (Ariel, Oral-B, Pantene, Mach 3, Aerosol Gels) They like to try novelties in the market but the family of her cousin Proskovia who lives just 600 km away from Moscow, is lagging behind in some aspects of modern life ( lower ownership of durables, mobile phone, PC, limiting communication opportunities) Thier spending is lower, and their income just half of Moscow, which is adequate to live there, so the family use mid-tier products (Slalom, Myth, Shamtu, Shaving Foam)
While their lifestyles are different, both the Ivanovs and the Petrovs are highly educated, indeed 3 times as many women in Russia have higher education than women in Poland. In Voronezh region alone, there are 17 universities or higher learning institutes. In Moscow, there are 207. In Total Russia there are 1044 universities. More of them are working. They are not “developing world” consumers. They are “developed world” consumers who happen to have a lower income than their Western counterparts.
These are not new trends; but we see them evolving, playing more important role and being successfully leveraged by other companies & brands (incl. competition). These trends are universal and relevant across categories so have potential to be used in scalable programs
Source: Shopper 2 The ways to be smart shopper differs - pre-planning, reading info on pack, buying only best quality, looking for best price of favorite product… The value of products/brands will increasingly be defined by subjective consumers’ perception of quality. The rationality and demanding also very subjective in terms of its demonstration
Sources of info: GIM value study, VCIOM “Values transformation study”, Comcon “Consumers trends 2009”
Sources of info: Nielsen Consumer confidence study Russia 2009, Comcon “Consumer trends 2009”
In the end of 2008 they experienced the current economic crisis. Their real incomes have dropped again as result of currency devaluation and increasing unemployment / reduced salaries. However the their incomes today are about 3 times higher in absolute and the drop is less significant than in 1998 crisis.
Now let’s see how Mrs Ivanova lives and feels during the recession. Despite the recession, purchasing power in Moscow, St. Pete and top 22 cities don’t decline significantly. This is mainly cities with 1 mn inh with the developed industry and infrastructure. Thus, absolute income level is high and consumers have alternative sources of income. Cities are big, a lot of work places, so unemployment risk is lower. Share of FMCG is the shopping basket is lower to save on it. Small cities are more strongly affected by the crisis. Because township-forming enterprises are suffering financial difficulties that influences on absolute income. In turn this leads to consumption decline and probably down-tiering in the regions. So, Shoppers in the top cities are less vulnerable vs ones living in the regions and Modern Trade will focus on big cities to minimize risks.
To cope with the crisis, Mrs Ivanova and her family start saving on traveling, going out and luxury items (clothes, jewelry, delicacy food etc.). They postpone some of the planned home improvements. They buy less of unhealthy snacks, buy delicacy products (such as caviar, fresh fish and expensive chocolate) less often. Making shopping Mrs Ivanova shows more rational approach (no children, less impulse purchases, doing shopping lists)
Ivanovs’ also adapt their behavior in P&G categories by using different economizing strategies: downtrading and downtiering are the top saving strategies, upsizing become more important
As already mentioned in consumer part, shopping experience gets tougher: Increase in demand; Complexity of store environment; Budget constrains; Forced change of store/channel We need to simplify in-store experience by executing power SKUs, shelf based design and promo, consultancy
Традиционно, на взгляд сотрудников магазинов, именно внешнее воровство является основной проблемой. Здесь как пример хочу привести ситуацию с одной из крупнейших наших сетей, где мы пару лет назад столкнувшись с серьезными потерями и чтобы не испортить отношения с сетью договорились размещать наши кассеты только на кассах в закрытых дисплеях. Что вы думаете – сейчас мы опять столкнулись с проблемой потерь и это несмотря на то, что наши кассеты располагаются только на кассах в закрытых дисплеях. Поэтому наиболее эффективной последовательностью работы над потерями является та, которая предлагается ЕСР. Только когда мы знаем, что из 100 привезенных в магазин кассет 100 доехало до торгового зала, наши усилия по предотвращения потерь в зале будут эффективны. В противном случае мы боремся с ветряными мельницами.
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