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SHRINK
TO GROW
USE ANALYTICS AND
TECHNOLOGY
TO OPTIMISE YOUR
LINE-UP
Brenda Koornneef
Business Executive, Group Marketing
& Corporate Strategy, Tiger Brands
José Carlos González-Hurtado
President of IRI International
15th-17th June 2016,
Consumer Goods Forum Global
Summit 2016
AGENDA
CONTENTS
1 HOT TOPIC ON YOUR AGENDA
2
THE TIGER BRANDS SUCCESS
STORY
3 HOW TO WIN
HOT TOPIC ON
YOUR AGENDA
Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary.
4
CHOICE IS A KEY DRIVER TO WIN CLIENTS
"WHY HAVE YOU SELECTED THIS SHOP TODAY FOR YOUR GROCERY
SHOPPING?"
Source: IRI Shopper Survey France 2015
Price Selection of
products
Point of sales
comfort and
clarity of the
offer
Promotions Private labels New products
* Except proximity from your home or work
30%
25%
20%
15%
10%
5%
0%
Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary.
5
BUT CURRENT OVERABUNDANCE OF PRODUCT
OFFERING…
In suppliers price list
In a large hypermarket
In a supermarket
Bought in a year by
household
In an average basket
SM/HM
Number of FMCG items available – average per store (supermarkets) Europe and US
400.000 SKU’s
(US = 970 000)
20.000
to 50.000 SKU’s
6.000
to 9.000 SKU’s
300 SKU’S
(US 600)
10 to
50 SKU’s
MARKET SITUATION
Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary.
6
AND THE MULTI-CHANNEL REVOLUTION…
M-commerce for a
rebirth of loyalty
programs and in-
store
personalization
Demand for fresh
products and short
time delivery is
increasing
Different trip
missions with
different banners
at different times
of the week
Online/Click &
Collect (Drive)
growth
Convenience is
growing
in importance
On-the-go
shopping
with QR code -
Shopping
walls is growing
Emergence of
pure players in
FMCG
Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary.
7
AND THE MULTI-CHANNEL REVOLUTION…
M-commerce for a
rebirth of loyalty
programs and in-
store
personalization
Demand for fresh
products and short
time delivery is
increasing
Different trip
missions with
different banners
at different times
of the week
Online/Click &
Collect (Drive)
growth
Convenience is
growing
in importance
On-the-go
shopping
with QR code -
Shopping
walls is growing
Emergence of
pure players in
FMCG
Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary.
8
FORCES RETAILERS
TO RETHINK
ASSORTMENT
TESCO CUTS RANGE
BY 30% TO SIMPLIFY
SHOPPING
BY REDUCING NUMBER OF
PRODUCTS FROM 90,000,
SUPERMARKET WILL BE ABLE
TO CUT PRICES AND IMPROVE
AVAILABILITY ON ITS SHELVES
Friday 30 January 2015
Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary.
9
…AND
MANUFACTURERS
TO FACE NEW
CHALLENGES
 LIMITED SHELF SPACE
 RETAILERS REJECT "ME
TOO" PRODUCTS
 SHOPPER IS MORE
DEMANDING
 THE PRIVATE LABEL
PRESSURE
 MORE DIFFICULT TO
STAND OUT OF THE
SHELF
THE TIGER BRANDS
SUCCESS STORY
Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary.
11
A top 40 JSE (JHB
Stock Exchange)
listed company
Leading FMCG
Manufacturer in SA:
• Baby Care
• Beverages
• Grains
• Groceries
• Perishables
• Personal Care
• Home Care
• Snacks & Treats
Present in > 22
African countries
Founded in 1921
16,800
employees
across Africa
KOO won
favourite brand
in SA in 2015
“LEADING MANUFACTURER
IN ALMOST EVERY CATEGORY IN WHICH WE PLAY”
Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary.
12
GROWTH THROUGH FOCUS
Portfolio complexity is often the root cause of symptoms faced by consumer goods companies
in developed markets
BRANDS
SKUs
SPECS
CHANGES
High Overheads
Low Speed
(decisions,
launches)
Low
Marketing
ROI
Poor in Store
Execution
Low Purchasing
Scale
Low Supply
Costs
High
Capex
Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary.
13
GROWTH THROUGH FOCUS
High speed
implement-
ation
High
marketing
ROI
High purchasing
scale
Competitive
supply chain
costs
Capex for
Growth
Perfect in
Store
execution
Optimum
overheads
GROWTH
THROUGH
FOCUSED
PORTFOLIO
Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary.
14
HALF THE JAMS SOLD IN THE MARKET*
WILL BE A TIGER BRANDS JAM
*Defined Market i.e. formal trade & wholesalers
“Tastes real good,
like good food
should”
Most valuable jam
brand in SA
Within top 5 jam
brands in SA
Discontinued
in 2015
Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary.
15
THE BURNING
QUESTIONS
 How do we drive growth in
a mature segment?
 What is the optimum
assortment for each of our
brands within the different
retailers?
 Can we launch new
products without one brand
cannibalizing the other?
 Which product attributes
(flavour, size, format etc.) do
our products need and which
do shoppers want?
Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary.
16
17% 12%
28%
51%
22% 29%
77%
79%
64%
48%
75% 66%
6% 9% 8%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Spar PnP Checkers Shoprite Makro Total Mkt
Quality Grade Attribute Importance by Retailer: Latest Year
Economy Everyday Premium
THERE IS A CLEAR DISTINCTION IN THE TYPES OF JAMS THAT
DIFFERENT RETAILERS SELL
Source: IRI
Retailer 1 Retailer 2 Retailer 3 Retailer 4 Retailer 5 Total Market
Brand + FlavourBalancedPrice + Size Dependant
Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary.
17
METHODOLOGY: HOW DO WE DO IT?
Sales Figures
+ Distribution Figures
Product Attributes
+ Store Level
+ Dynamic Product Mix
Importance per Attribute
+ Incremental Sales
Incremental
Volume
Transferable
volume
TRADITIONAL APPROACH COMPETITIVE EDGE
25%
75%
New Performing Approach
Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary.
18
ASSORTMENT OPTIMIZATION 2.0 TO SPOT
INCREMENTAL AND TRANSFERABLE SALES
25%
75%
Incremental Sales
Non transferable
(Drives market size)
Transferable
(Drives market share)
Gains from the
added item
(uniqueness)
Sales substitutable
with other
products
Total new item’s
sales
Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary.
19
ATTRIBUTE IMPORTANCE DIFFER BY RETAILER
22.0
16.9
15.5
14.4
14.1
9.7
7.4
Packtype
Flavour
Brand
PriceBin
Size
SKU‐Count
Consiste…
32.2
23.8
16.3
9.8
8.9
6.3
2.7
Lifestyle
Flavour
Brand
Size
PriceBin
Consist…
Packtype
25.5
21.8
19.3
15.2
12.2
3.2
2.9
Brand
Size
Flavour
PriceBin
Lifestyle
Consisten…
Packtype
28.6
19.9
18.2
15.7
9.6
4.9
3.1
Brand
Lifestyle
Flavour
PriceBin
Size
Packtype
Consist…
19.1
18.7
16.9
14.1
13.3
11.6
6.3
Size
Brand
Flavour
Lifestyle
Packty…
Consist…
PriceBin
Retailer 1 Retailer 2 Retailer 3 Retailer 4 Retailer 5
Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary.
20
PLANETARY SYSTEM INDICATES UNIQUENESS AND
INTERCHANGEABILITY OF BRANDS
Uniqueness: Brand map
Product mapping is a visual representation of attribute interaction, where proximity of attribute values implies strong interaction. Bubble
sized by value share.
All_Gold
Spar_Brand
Rhodes
Hugo_S
KOO
Hazeldene Weigh_pm_Less
Thistlewood
Product Mapping by Brand
All_Gold Spar_Brand Rhodes Hugo_S KOO Hazeldene
Goldcrest St_Dalfour Weigh_pm_Less Hillcrest Hilton Thistlewood
Other_Brands Melissa_S Naturelite Dursots
Premium brands in this
retailer are highly
interchangeable
Mainstream brands are
quite unique
Brand 1 Brand 3
Brand 2
Brand 4
Brand 6
Brand 5
Brand 7
Brand 8
Brand 9
Brand 10 Brand 12
Brand 11
Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary.
21
All_Gold
Hugo_S
KOO
Product Mapping by Brand
Rite_Brand All_Gold Hugo_S Rhodes Sunshine Hazeldene
Pot__O_Gold KOO Danish_Choice Naturelite Other_Brands Dursots
Goldcrest Thistlewood Weigh_pm_Less Housebrand St_Dalfour Hillcrest
BRANDS INTERACT DIFFERENTLY IN DIFFERENT
RETAILERS
Uniqueness: Brand map
Product Mapping is a visual representation of attribute interaction, where proximity of attribute values implies strong interaction. Bubble
sized by value share.
Premium brands do not
play a major role in this
retailer
Brand 1
Brand 4
Brand 2
Brand 3
Brand 5
Brand 6
Brand 7
Brand 8
Brand 9
Brand 10
Brand 11
Brand 12
Brand 13
Brand 14
Brand 15
Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary.
22
THE BURNING
QUESTIONS
 How do we drive growth in
a mature segment?
 What is the optimum
assortment for each of our
brands within the different
retailers?
 Can we launch new
products without one brand
cannibalizing the other?
 Which product attributes
(flavour, size, format etc.) do
our products need and which
do shoppers want?
Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary.
23
RESULTS
Reducing the products by 37% will
drive 1.1% ($270k) value growth for the
retailers and 3.4% ($440k) value
growth for Tiger Brands
New launch has the potential to drive additional
revenue of approx. $600K across markets
Additional benefits:
 De-cluttered range
 Less complicated merchandising
 More efficient distribution & supply chain
ROI x 12
NEW
HOW TO WIN
Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary.
25
FOCUS ON WHAT MATTERS
Traditional view:
Focus on the shelf
Assortment optimisation 2.0:
Starts with the shopper
 Sales rotation only
 Product isolation view
 Look at the at the category as a
dynamic product mix
 Use the incrementality
Use the incrementality from attributes’ attractiveness
Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary.
26
ASSORTMENT OPTIMIZATION 2.0 FOCUSES THE
DRIVERS OF THE PURCHASE DECISION
SHOPPER CHOICE
Packaging
Brand
Category
Ingredient
Flavor
Product
Form
Price
Value
Pack
Type
Marketing
Mix
Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary.
27
ASSORTMENT OPTIMIZATION 2.0 IDENTIFIES
ATTRIBUTE IMPORTANCE AND ATTRACTIVENESS
Brand:
Sub-category:
Pack type:
Pack size:
Sugar:
Red
Classic
Metal Can
330ml
12%
Each product has a set
of attributes (features):
Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary.
28
ASSORTMENT OPTIMIZATION 2.0 SIZE OF THE PRIZE
Category revenue % change between optimized scenario and actual revenue across different
regions/stores within each country
Category revenue gain with the optimized scenario versus actual revenue
0
2
4
6
8
10
12
14
16
Netherlands - Hot Sauces France - Frozen Fish Spain - Margarines
Non Optimized Store Group 1 - Optimized Store Group 2 - Optimized
+1.2
+4.2 +4.6
+14.2
+9.5
+2.3
Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary.
29
Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary.
IN OUR INCREASINGLY COMPLEX WORLD,
COMPANIES NEED SIMPLICITY AND SCALABILITY TO
TURN OCEANS OF DATA INTO ACTION AND GROWTH
The Market
Is Changing
Every Day
No 2 Countries
Are The Same
Data Is Now
Disparate
Win Local,
Track Global
Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary.
30
THE TRADITIONAL MARKET READING MODEL IS NOT
ADAPTED TO THE BIG DATA ERA
THE TRADITIONAL MODEL TRANSLATES PRODUCT CATEGORIES
INTO RIGID HIERARCHIES
Hair Shampoos Hair Conditioners Hair Colorants
Hierarchy 1 Hierarchy 2 Hierarchy 3
Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary.
31
SO, MR. RETAILER
MRS. MANUFACTURER
IN THE FUTURE…
WHAT WILL YOU NEED
TO GROW?
Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary.
32
1. BREAK SKUS INTO ATTRIBUTES = THE END OF
RIGID HIERACHIES
Move from rigid hierarchies to multidimensional analysis
of all consumer – product data
Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary.
33
1. BREAK SKUS INTO ATTRIBUTES = THE END OF
RIGID HIERACHIES
Move from rigid hierarchies to multidimensional analysis
of all consumer – product data
Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary.
34
1. BREAK SKUS INTO ATTRIBUTES = THE END OF
RIGID HIERACHIES
Move from rigid hierarchies to multidimensional analysis
of all consumer – product data
Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary.
35
2. HAVE A 360O VIEW OF CONSUMERS / SHOPPERS
AND YOURSELF
Liquid DataTM
Technology Platform
Data integrated and aligned across
multiple dimensions of brand,
customer, segment, geography,
channel, store and time.
You need to have a super powerful IT platform
Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary.
36
3. MAKE IT EASY
SIMPLE VISUALISATION
, MAKE IT FAST
Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary.
37
3. MAKE IT EASY
SIMPLE VISUALISATION
, MAKE IT FAST
15.000 USERS
GLOBALLY
1MILLION
QUERY A MONTH
EXECUTED
95%
OF WHICH ANSWERED
IN LESS THAN
10 SECONDS
“ON THE FLY“
Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary.
38
THE FUTURE IS NOW
Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary.
39
WHAT YOU WILL NEED TO GROW…AND WIN
Observe
& Understand Reality
• Analytics on Oceans of Data
• Analytics on Attributes
2 Make Sense of It
Super Powerful
Integration Platform
3 Be Able to Act Fast “On the Fly”
1
Thank you!
Find out more at iriworldwide.com

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Big data analytics: is only option to grow with assortment optmisation

  • 1. SHRINK TO GROW USE ANALYTICS AND TECHNOLOGY TO OPTIMISE YOUR LINE-UP Brenda Koornneef Business Executive, Group Marketing & Corporate Strategy, Tiger Brands José Carlos González-Hurtado President of IRI International 15th-17th June 2016, Consumer Goods Forum Global Summit 2016
  • 2. AGENDA CONTENTS 1 HOT TOPIC ON YOUR AGENDA 2 THE TIGER BRANDS SUCCESS STORY 3 HOW TO WIN
  • 4. Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary. 4 CHOICE IS A KEY DRIVER TO WIN CLIENTS "WHY HAVE YOU SELECTED THIS SHOP TODAY FOR YOUR GROCERY SHOPPING?" Source: IRI Shopper Survey France 2015 Price Selection of products Point of sales comfort and clarity of the offer Promotions Private labels New products * Except proximity from your home or work 30% 25% 20% 15% 10% 5% 0%
  • 5. Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary. 5 BUT CURRENT OVERABUNDANCE OF PRODUCT OFFERING… In suppliers price list In a large hypermarket In a supermarket Bought in a year by household In an average basket SM/HM Number of FMCG items available – average per store (supermarkets) Europe and US 400.000 SKU’s (US = 970 000) 20.000 to 50.000 SKU’s 6.000 to 9.000 SKU’s 300 SKU’S (US 600) 10 to 50 SKU’s MARKET SITUATION
  • 6. Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary. 6 AND THE MULTI-CHANNEL REVOLUTION… M-commerce for a rebirth of loyalty programs and in- store personalization Demand for fresh products and short time delivery is increasing Different trip missions with different banners at different times of the week Online/Click & Collect (Drive) growth Convenience is growing in importance On-the-go shopping with QR code - Shopping walls is growing Emergence of pure players in FMCG
  • 7. Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary. 7 AND THE MULTI-CHANNEL REVOLUTION… M-commerce for a rebirth of loyalty programs and in- store personalization Demand for fresh products and short time delivery is increasing Different trip missions with different banners at different times of the week Online/Click & Collect (Drive) growth Convenience is growing in importance On-the-go shopping with QR code - Shopping walls is growing Emergence of pure players in FMCG
  • 8. Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary. 8 FORCES RETAILERS TO RETHINK ASSORTMENT TESCO CUTS RANGE BY 30% TO SIMPLIFY SHOPPING BY REDUCING NUMBER OF PRODUCTS FROM 90,000, SUPERMARKET WILL BE ABLE TO CUT PRICES AND IMPROVE AVAILABILITY ON ITS SHELVES Friday 30 January 2015
  • 9. Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary. 9 …AND MANUFACTURERS TO FACE NEW CHALLENGES  LIMITED SHELF SPACE  RETAILERS REJECT "ME TOO" PRODUCTS  SHOPPER IS MORE DEMANDING  THE PRIVATE LABEL PRESSURE  MORE DIFFICULT TO STAND OUT OF THE SHELF
  • 11. Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary. 11 A top 40 JSE (JHB Stock Exchange) listed company Leading FMCG Manufacturer in SA: • Baby Care • Beverages • Grains • Groceries • Perishables • Personal Care • Home Care • Snacks & Treats Present in > 22 African countries Founded in 1921 16,800 employees across Africa KOO won favourite brand in SA in 2015 “LEADING MANUFACTURER IN ALMOST EVERY CATEGORY IN WHICH WE PLAY”
  • 12. Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary. 12 GROWTH THROUGH FOCUS Portfolio complexity is often the root cause of symptoms faced by consumer goods companies in developed markets BRANDS SKUs SPECS CHANGES High Overheads Low Speed (decisions, launches) Low Marketing ROI Poor in Store Execution Low Purchasing Scale Low Supply Costs High Capex
  • 13. Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary. 13 GROWTH THROUGH FOCUS High speed implement- ation High marketing ROI High purchasing scale Competitive supply chain costs Capex for Growth Perfect in Store execution Optimum overheads GROWTH THROUGH FOCUSED PORTFOLIO
  • 14. Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary. 14 HALF THE JAMS SOLD IN THE MARKET* WILL BE A TIGER BRANDS JAM *Defined Market i.e. formal trade & wholesalers “Tastes real good, like good food should” Most valuable jam brand in SA Within top 5 jam brands in SA Discontinued in 2015
  • 15. Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary. 15 THE BURNING QUESTIONS  How do we drive growth in a mature segment?  What is the optimum assortment for each of our brands within the different retailers?  Can we launch new products without one brand cannibalizing the other?  Which product attributes (flavour, size, format etc.) do our products need and which do shoppers want?
  • 16. Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary. 16 17% 12% 28% 51% 22% 29% 77% 79% 64% 48% 75% 66% 6% 9% 8% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Spar PnP Checkers Shoprite Makro Total Mkt Quality Grade Attribute Importance by Retailer: Latest Year Economy Everyday Premium THERE IS A CLEAR DISTINCTION IN THE TYPES OF JAMS THAT DIFFERENT RETAILERS SELL Source: IRI Retailer 1 Retailer 2 Retailer 3 Retailer 4 Retailer 5 Total Market Brand + FlavourBalancedPrice + Size Dependant
  • 17. Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary. 17 METHODOLOGY: HOW DO WE DO IT? Sales Figures + Distribution Figures Product Attributes + Store Level + Dynamic Product Mix Importance per Attribute + Incremental Sales Incremental Volume Transferable volume TRADITIONAL APPROACH COMPETITIVE EDGE 25% 75% New Performing Approach
  • 18. Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary. 18 ASSORTMENT OPTIMIZATION 2.0 TO SPOT INCREMENTAL AND TRANSFERABLE SALES 25% 75% Incremental Sales Non transferable (Drives market size) Transferable (Drives market share) Gains from the added item (uniqueness) Sales substitutable with other products Total new item’s sales
  • 19. Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary. 19 ATTRIBUTE IMPORTANCE DIFFER BY RETAILER 22.0 16.9 15.5 14.4 14.1 9.7 7.4 Packtype Flavour Brand PriceBin Size SKU‐Count Consiste… 32.2 23.8 16.3 9.8 8.9 6.3 2.7 Lifestyle Flavour Brand Size PriceBin Consist… Packtype 25.5 21.8 19.3 15.2 12.2 3.2 2.9 Brand Size Flavour PriceBin Lifestyle Consisten… Packtype 28.6 19.9 18.2 15.7 9.6 4.9 3.1 Brand Lifestyle Flavour PriceBin Size Packtype Consist… 19.1 18.7 16.9 14.1 13.3 11.6 6.3 Size Brand Flavour Lifestyle Packty… Consist… PriceBin Retailer 1 Retailer 2 Retailer 3 Retailer 4 Retailer 5
  • 20. Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary. 20 PLANETARY SYSTEM INDICATES UNIQUENESS AND INTERCHANGEABILITY OF BRANDS Uniqueness: Brand map Product mapping is a visual representation of attribute interaction, where proximity of attribute values implies strong interaction. Bubble sized by value share. All_Gold Spar_Brand Rhodes Hugo_S KOO Hazeldene Weigh_pm_Less Thistlewood Product Mapping by Brand All_Gold Spar_Brand Rhodes Hugo_S KOO Hazeldene Goldcrest St_Dalfour Weigh_pm_Less Hillcrest Hilton Thistlewood Other_Brands Melissa_S Naturelite Dursots Premium brands in this retailer are highly interchangeable Mainstream brands are quite unique Brand 1 Brand 3 Brand 2 Brand 4 Brand 6 Brand 5 Brand 7 Brand 8 Brand 9 Brand 10 Brand 12 Brand 11
  • 21. Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary. 21 All_Gold Hugo_S KOO Product Mapping by Brand Rite_Brand All_Gold Hugo_S Rhodes Sunshine Hazeldene Pot__O_Gold KOO Danish_Choice Naturelite Other_Brands Dursots Goldcrest Thistlewood Weigh_pm_Less Housebrand St_Dalfour Hillcrest BRANDS INTERACT DIFFERENTLY IN DIFFERENT RETAILERS Uniqueness: Brand map Product Mapping is a visual representation of attribute interaction, where proximity of attribute values implies strong interaction. Bubble sized by value share. Premium brands do not play a major role in this retailer Brand 1 Brand 4 Brand 2 Brand 3 Brand 5 Brand 6 Brand 7 Brand 8 Brand 9 Brand 10 Brand 11 Brand 12 Brand 13 Brand 14 Brand 15
  • 22. Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary. 22 THE BURNING QUESTIONS  How do we drive growth in a mature segment?  What is the optimum assortment for each of our brands within the different retailers?  Can we launch new products without one brand cannibalizing the other?  Which product attributes (flavour, size, format etc.) do our products need and which do shoppers want?
  • 23. Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary. 23 RESULTS Reducing the products by 37% will drive 1.1% ($270k) value growth for the retailers and 3.4% ($440k) value growth for Tiger Brands New launch has the potential to drive additional revenue of approx. $600K across markets Additional benefits:  De-cluttered range  Less complicated merchandising  More efficient distribution & supply chain ROI x 12 NEW
  • 25. Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary. 25 FOCUS ON WHAT MATTERS Traditional view: Focus on the shelf Assortment optimisation 2.0: Starts with the shopper  Sales rotation only  Product isolation view  Look at the at the category as a dynamic product mix  Use the incrementality Use the incrementality from attributes’ attractiveness
  • 26. Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary. 26 ASSORTMENT OPTIMIZATION 2.0 FOCUSES THE DRIVERS OF THE PURCHASE DECISION SHOPPER CHOICE Packaging Brand Category Ingredient Flavor Product Form Price Value Pack Type Marketing Mix
  • 27. Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary. 27 ASSORTMENT OPTIMIZATION 2.0 IDENTIFIES ATTRIBUTE IMPORTANCE AND ATTRACTIVENESS Brand: Sub-category: Pack type: Pack size: Sugar: Red Classic Metal Can 330ml 12% Each product has a set of attributes (features):
  • 28. Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary. 28 ASSORTMENT OPTIMIZATION 2.0 SIZE OF THE PRIZE Category revenue % change between optimized scenario and actual revenue across different regions/stores within each country Category revenue gain with the optimized scenario versus actual revenue 0 2 4 6 8 10 12 14 16 Netherlands - Hot Sauces France - Frozen Fish Spain - Margarines Non Optimized Store Group 1 - Optimized Store Group 2 - Optimized +1.2 +4.2 +4.6 +14.2 +9.5 +2.3
  • 29. Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary. 29 Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary. IN OUR INCREASINGLY COMPLEX WORLD, COMPANIES NEED SIMPLICITY AND SCALABILITY TO TURN OCEANS OF DATA INTO ACTION AND GROWTH The Market Is Changing Every Day No 2 Countries Are The Same Data Is Now Disparate Win Local, Track Global
  • 30. Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary. 30 THE TRADITIONAL MARKET READING MODEL IS NOT ADAPTED TO THE BIG DATA ERA THE TRADITIONAL MODEL TRANSLATES PRODUCT CATEGORIES INTO RIGID HIERARCHIES Hair Shampoos Hair Conditioners Hair Colorants Hierarchy 1 Hierarchy 2 Hierarchy 3
  • 31. Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary. 31 SO, MR. RETAILER MRS. MANUFACTURER IN THE FUTURE… WHAT WILL YOU NEED TO GROW?
  • 32. Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary. 32 1. BREAK SKUS INTO ATTRIBUTES = THE END OF RIGID HIERACHIES Move from rigid hierarchies to multidimensional analysis of all consumer – product data
  • 33. Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary. 33 1. BREAK SKUS INTO ATTRIBUTES = THE END OF RIGID HIERACHIES Move from rigid hierarchies to multidimensional analysis of all consumer – product data
  • 34. Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary. 34 1. BREAK SKUS INTO ATTRIBUTES = THE END OF RIGID HIERACHIES Move from rigid hierarchies to multidimensional analysis of all consumer – product data
  • 35. Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary. 35 2. HAVE A 360O VIEW OF CONSUMERS / SHOPPERS AND YOURSELF Liquid DataTM Technology Platform Data integrated and aligned across multiple dimensions of brand, customer, segment, geography, channel, store and time. You need to have a super powerful IT platform
  • 36. Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary. 36 3. MAKE IT EASY SIMPLE VISUALISATION , MAKE IT FAST
  • 37. Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary. 37 3. MAKE IT EASY SIMPLE VISUALISATION , MAKE IT FAST 15.000 USERS GLOBALLY 1MILLION QUERY A MONTH EXECUTED 95% OF WHICH ANSWERED IN LESS THAN 10 SECONDS “ON THE FLY“
  • 38. Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary. 38 THE FUTURE IS NOW
  • 39. Copyright © 2016 Information Resources, Inc. (IRI). Confidential and Proprietary. 39 WHAT YOU WILL NEED TO GROW…AND WIN Observe & Understand Reality • Analytics on Oceans of Data • Analytics on Attributes 2 Make Sense of It Super Powerful Integration Platform 3 Be Able to Act Fast “On the Fly” 1
  • 40. Thank you! Find out more at iriworldwide.com