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Case Study Response<br />For Consideration<br />Information Retail Services<br />Director of Retail Product Management<br ...
01/2006<br />Livingston Smith          Copywrite 2009<br />2<br />Outline<br />Introduction<br />Context: IRI Brand, IRI S...
01/2006<br />Livingston Smith          Copywrite 2009<br />3<br />Introduction<br />The IRI Brand Position<br />Winning at...
01/2006<br />Livingston Smith          Copywrite 2009<br />4<br />Introduction<br />The RCS Branding Strategy<br />Three M...
01/2006<br />Livingston Smith          Copywrite 2009<br />5<br />Introduction<br />Development Strategy<br />NPD (New Pro...
01/2006<br />Livingston Smith          Copywrite 2009<br />6<br />Situational Analysis<br />US Grocery Retail Market Overv...
01/2006<br />Livingston Smith          Copywrite 2009<br />7<br />Situational Analysis<br />Three Key Issues for US Retail...
01/2006<br />Livingston Smith          Copywrite 2009<br />8<br />Situational Analysis<br />Food Retail Market Competition...
01/2006<br />Livingston Smith          Copywrite 2009<br />9<br />Development Strategy: Overview<br />Project Level Method...
01/2006<br />Livingston Smith          Copywrite 2009<br />10<br />Development Strategy<br />Step One:  DISCOVERY<br />Eva...
01/2006<br />Livingston Smith          Copywrite 2009<br />11<br />Development Strategy<br />Step Two<br />Quantify Opport...
01/2006<br />Livingston Smith          Copywrite 2009<br />12<br />Development Strategy<br />Step Three<br />Prioritize De...
01/2006<br />Livingston Smith          Copywrite 2009<br />13<br />Development Strategy<br />Step Four<br />Focus & Pursue...
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Case Study For IRI in Chicago 2007

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Case Study For IRI in Chicago 2007

  1. 1. Case Study Response<br />For Consideration<br />Information Retail Services<br />Director of Retail Product Management<br />S. Livingston Smith<br />01/05/2006<br />
  2. 2. 01/2006<br />Livingston Smith Copywrite 2009<br />2<br />Outline<br />Introduction<br />Context: IRI Brand, IRI Strategy, and RCS (Retail Client Services) Requirements<br />Situational Analysis<br />Research: Requirements based on US retail grocers market, shopper, & competitor analysis<br />Development Strategy & Approach<br />Approach: Getting started / a developmental approach for solutions<br />
  3. 3. 01/2006<br />Livingston Smith Copywrite 2009<br />3<br />Introduction<br />The IRI Brand Position<br />Winning at the Shelf<br />Requirement – any new, repositioned, or expanded IRI SERVICE OFFERING must align with current branding strategy<br />The IRI Strategy<br />Customer Satisfaction<br />Developing Innovative Solutions<br />Driving Efficiencies throughout the Business<br />Building its Leadership Team<br />Requirement – Any new, repositioned, or expanded IRI SERVICE OFFERING must align with top THREE strategy components<br />Sources: www.infores.com & www.executivesclub.org<br />
  4. 4. 01/2006<br />Livingston Smith Copywrite 2009<br />4<br />Introduction<br />The RCS Branding Strategy<br />Three Major Components<br />Current Retail Offerings<br />RCS Brand<br />RCS Pipeline Development Approach & Direction<br />Requirement- Any new, repositioned or expanded RCS SERVICE OFFERING must leverage and strengthen the current RCS branding strategy<br />Sources: Product Management Group, Retail Client Services<br />
  5. 5. 01/2006<br />Livingston Smith Copywrite 2009<br />5<br />Introduction<br />Development Strategy<br />NPD (New Product Development Theory<br />Three Stages: Discovery, Development, and Commercialization<br />Various Approaches<br />Six Sigma<br />Objective Oriented Innovation<br />Quality Functional Deployment (QFD)<br />Voice of the Consumer (VOC)<br />Benefits of NPD Based Approach<br />Each is a proven approach<br />Each support immediate action and long term planning<br />Findings can be reproduced and leveraged for later projects<br />
  6. 6. 01/2006<br />Livingston Smith Copywrite 2009<br />6<br />Situational Analysis<br />US Grocery Retail Market Overview<br />Fragmented Industry<br />Top 5 food retailers control 1/3 of market share<br />Vigorous Competition<br />Continual new entrants; changing competition along with minimal population growth<br />Minimal Margins<br />Food retailers feed Americans at a net profit of one penny for every dollar in sales<br />Vast and Sophisticated Supply Chain<br />Reflected in farm-to-retail price spread<br />Labor = 38.5%<br />Packaging = 8%<br />Transportation = 7.5%<br />Sources: Food Marketing Institute, Backgrounder, “Food Retailing in the 21st Century”<br />
  7. 7. 01/2006<br />Livingston Smith Copywrite 2009<br />7<br />Situational Analysis<br />Three Key Issues for US Retail Grocers<br />Gain Market Share (from Competitors)<br />Gain More of the Family Dollar Spent<br />Increase Customer Loyalty<br />Three Key Goals for US Retail Grocers<br />Increase Repeat Visits<br />Increase Loyalty to Retailer<br />Increase Loyalty to MFG brands<br />Sources: www.infores.com, GMA, Food Management Institute<br />
  8. 8. 01/2006<br />Livingston Smith Copywrite 2009<br />8<br />Situational Analysis<br />Food Retail Market Competition<br />Supermarkets<br />Super Centers<br />Membership Clubs<br />Food & Drug Stores<br />Natural & Organic Outlets<br />Limited Assortment Stores<br />Convenience Stores<br />Dot Coms<br />Gasoline Stations<br />Restaurants<br />
  9. 9. 01/2006<br />Livingston Smith Copywrite 2009<br />9<br />Development Strategy: Overview<br />Project Level Methodology<br />Strategy<br />Customer <br />Inputs<br />Position<br />Current<br />Offerings<br />New<br />Opportunities<br />Identify<br />Breakthrough<br />versus<br />Growth <br />Concepts<br />Market<br />Segmentation<br />Define<br />Target<br />Strategy<br />Prioritize<br />Pipeline<br />Comment: Basic NPD or Innovation based Methodology<br />
  10. 10. 01/2006<br />Livingston Smith Copywrite 2009<br />10<br />Development Strategy<br />Step One: DISCOVERY<br />Evaluate Current RCS Offerings for:<br />Customer Loyalty<br />% of Dollar<br />Market Share Solutions<br />Sources<br />Internal Experts<br />Stakeholders<br />Method<br />Total Quality Tool: Tree Diagram (Per Solution)<br />Benefits<br />Defines Current Offerings<br />Aligns Offerings with IRI Branding & Strategy<br />Builds RCS Branding by Highlighting Benefit Groupings<br />Develops Current or New offerings by emphasizing gaps<br />Feeds Development Pipeline / manages gaps<br />
  11. 11. 01/2006<br />Livingston Smith Copywrite 2009<br />11<br />Development Strategy<br />Step Two<br />Quantify Opportunity for Developing New or Expanded Solutions<br />Customer Loyalty<br />% of Dollar<br />Market Share Solutions<br />Source<br />Tree Diagrams (Step One)<br />Method<br />Pareto Chart<br />Benefits<br />Aligns RCS with overall IRI Strategy<br />Develops RCS Branding Strategy<br />Develops / Manages Pipeline<br />
  12. 12. 01/2006<br />Livingston Smith Copywrite 2009<br />12<br />Development Strategy<br />Step Three<br />Prioritize Development Opportunities<br />Customer Loyalty<br />% of Dollar<br />Market Share Solutions<br />Source<br />Internal Experts<br />Stakeholders<br />Method<br />Priorities Consensus Tool<br />Benefits<br />Further Aligns RCS with IRI Strategy<br />Solidify RCS Brand Elements<br />Further Develops (Solidifies) Pipeline Priorities<br />
  13. 13. 01/2006<br />Livingston Smith Copywrite 2009<br />13<br />Development Strategy<br />Step Four<br />Focus & Pursue HIGHEST Priorities<br />Source<br />Priorities Consensus Tool<br />Method<br />Profitability Analysis Driving Tactical Plan<br />Dependent on Outcomes<br />Possible Methodologies<br />Incremental Innovation <br />Objective Oriented Innovation Methodology<br />Outcomes Sought within each step of process<br />Breakthrough Innovation<br />VOC Collection Tool + QFD<br />Current IRI New Product Development (NPD) Process<br />

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