Selective coverage distribution plan, designed and successfully executed in Peru.
Plan de distribucion de cobertura selectiva, diseñado y ejecutado exitosamente en Peru a nivel nacional.
A presentation oncolgate’s urban expansion planyogeshsri
The document outlines objectives, methodology, statistics, and findings from a market survey conducted in the Dhanbad region to identify new retail outlets and pharmaceutical wholesalers for better product distribution. The objectives were to identify new shops, find pharmaceutical wholesalers, and base the survey on return on investment, potential, and respective areas. Statistics on shop coverage and types were provided for various routes. In total, 668 shops were surveyed with 369 shops uncovered. Key findings included Colgate's distribution gaps in distant areas compared to competitors and payment issues raised by some retailers.
The document discusses methods for formulating sectoral goals based on analyzing problems and gaps between a sector's current reality and its vision. It describes goal setting as important for planning to provide direction, evaluation criteria, and standards for measuring success. Goals can be derived from analyzing the vision-reality gap, problem-solution matrices, map overlays, community monitoring, and local governance reviews. Two methods are outlined - the short method inverts problems into goals, while the long method explores problems' causes, implications, and develops policy interventions stated as goals. Examples are provided to illustrate applying these goal formulation techniques.
This document discusses using the travelling salesman problem and assignment maximization problem to help Tata Motors minimize production costs and maximize profits when supplying new SUVs to major cities in India. It provides an introduction to Tata Motors, describes the issues they face with production costs and reaching destinations, and introduces the travelling salesman and assignment problems. It then shows an example assignment problem solved using the Hungarian algorithm to maximize profits. Finally, it explains how the assignment problem can help Tata Motors minimize costs and maximize profits when determining production amounts and delivery routes.
10 step by step marketing plan selecta ice creamyashminlumbao
Selecta ice cream's target market is kids who want to enjoy food. While competitors focus on creaminess, Selecta differentiates by offering multiple flavors in one tub. The ice cream market size is estimated at P7 billion. Selecta uses TV, events, and experiences to promote its brand nationwide. It prices its products at par with competitors and pursues a differentiation strategy through innovative flavors to target kids.
The document provides details of a marketing plan to launch the goLuLu app for LuLu Hypermarket customers. Key points include:
- The app will allow customers to shop LuLu's products online, check store locations and offers, and subscribe to premium delivery services.
- The target market is customers of various nationalities in GCC countries with emphasis on Indians.
- Tactics will include promotions, loyalty programs, and social/mobile marketing to drive downloads and engagement.
- The app will launch once fully developed and tested to ensure a quality user experience.
This marketing plan by Neato Robotics aims to target families earning over 150k annually in Cairo and Alexandria. The plan outlines objectives, strategies for market segmentation, targeting, positioning. It discusses competitors and proposes a marketing mix of product, price, place and promotion strategies. Financial projections estimate revenues of 48 million in year 1 growing to 96 million in year 5, with profits of 4.8 million loss in year 1 growing to 13.5 million profits in year 5 and ROI reaching 27% by the end of the period. Contingency plans are included to address potential symptoms of failure.
This document provides an overview of various consumer markets and segments relevant to kiosks. It includes statistics on the size and growth of key markets like retail, entertainment, hospitality, fast food and grocery. It also analyzes consumer segments within these industries and highlights examples of kiosk applications that have been deployed or tested. The focus is on identifying high-potential market segments and drivers of kiosk adoption across different consumer facing industries.
A presentation oncolgate’s urban expansion planyogeshsri
The document outlines objectives, methodology, statistics, and findings from a market survey conducted in the Dhanbad region to identify new retail outlets and pharmaceutical wholesalers for better product distribution. The objectives were to identify new shops, find pharmaceutical wholesalers, and base the survey on return on investment, potential, and respective areas. Statistics on shop coverage and types were provided for various routes. In total, 668 shops were surveyed with 369 shops uncovered. Key findings included Colgate's distribution gaps in distant areas compared to competitors and payment issues raised by some retailers.
The document discusses methods for formulating sectoral goals based on analyzing problems and gaps between a sector's current reality and its vision. It describes goal setting as important for planning to provide direction, evaluation criteria, and standards for measuring success. Goals can be derived from analyzing the vision-reality gap, problem-solution matrices, map overlays, community monitoring, and local governance reviews. Two methods are outlined - the short method inverts problems into goals, while the long method explores problems' causes, implications, and develops policy interventions stated as goals. Examples are provided to illustrate applying these goal formulation techniques.
This document discusses using the travelling salesman problem and assignment maximization problem to help Tata Motors minimize production costs and maximize profits when supplying new SUVs to major cities in India. It provides an introduction to Tata Motors, describes the issues they face with production costs and reaching destinations, and introduces the travelling salesman and assignment problems. It then shows an example assignment problem solved using the Hungarian algorithm to maximize profits. Finally, it explains how the assignment problem can help Tata Motors minimize costs and maximize profits when determining production amounts and delivery routes.
10 step by step marketing plan selecta ice creamyashminlumbao
Selecta ice cream's target market is kids who want to enjoy food. While competitors focus on creaminess, Selecta differentiates by offering multiple flavors in one tub. The ice cream market size is estimated at P7 billion. Selecta uses TV, events, and experiences to promote its brand nationwide. It prices its products at par with competitors and pursues a differentiation strategy through innovative flavors to target kids.
The document provides details of a marketing plan to launch the goLuLu app for LuLu Hypermarket customers. Key points include:
- The app will allow customers to shop LuLu's products online, check store locations and offers, and subscribe to premium delivery services.
- The target market is customers of various nationalities in GCC countries with emphasis on Indians.
- Tactics will include promotions, loyalty programs, and social/mobile marketing to drive downloads and engagement.
- The app will launch once fully developed and tested to ensure a quality user experience.
This marketing plan by Neato Robotics aims to target families earning over 150k annually in Cairo and Alexandria. The plan outlines objectives, strategies for market segmentation, targeting, positioning. It discusses competitors and proposes a marketing mix of product, price, place and promotion strategies. Financial projections estimate revenues of 48 million in year 1 growing to 96 million in year 5, with profits of 4.8 million loss in year 1 growing to 13.5 million profits in year 5 and ROI reaching 27% by the end of the period. Contingency plans are included to address potential symptoms of failure.
This document provides an overview of various consumer markets and segments relevant to kiosks. It includes statistics on the size and growth of key markets like retail, entertainment, hospitality, fast food and grocery. It also analyzes consumer segments within these industries and highlights examples of kiosk applications that have been deployed or tested. The focus is on identifying high-potential market segments and drivers of kiosk adoption across different consumer facing industries.
Reigniting APAC growth through improved traditional trade performance - Accen...Accenture ASEAN
How can CPGs significantly grow sales at lower cost in Asia-Pacific? By improving their coverage of traditional trade in emerging markets.
Report highlights:
-- the growth opportunities in emerging markets
-- leveraging traditional trade channels and technology to grow
-- case studies
(1) Merchandising Provider Company was founded in 2004 to gain expertise in retail marketing and merchandising services. (2) They provide various services including POS management, ordering, logistics, and market research with a national network of 8 branches. (3) Case studies describe successful merchandising projects implemented for companies like Coca-Cola, Osram, Julius Meinl, and Wrigley that achieved sales targets and optimized shelf layouts.
The document outlines the history of struggling newspaper strategies over the past two decades that focused on reacting, retrenching, and repurposing, in contrast to the Utah Media Group's strategy which changed outcomes by developing new businesses outside of newspapers, having the right leadership and structure to support new growth areas, and focusing on the performance of business units through measuring results.
This presentation was done during the last SiriusDecision Summit in London. Objective was a Case Study of our Marketing Automation journey.
Just for fun, i have chosen the Lord of the rings theme which was well adapted to the story.
Presentación_Grup El Toc_January2013_EnglishLuis Ramiro
Grup El Toc is a company founded by three partners to occupy lucrative niches in the tech and communications industries. They plan to launch Delibericvs, an online marketplace for exclusive national products aiming for export. The document outlines the growing e-commerce market globally and in Spain, the evolution of consumer online behavior, and their proposal to help small brands and retailers grow online through Delibericvs' marketplace model, strategic marketing, and various service levels providing logistics, customer service, and more.
Bussiness Plan for Puzzl Labs-a vending machine Pitch presentationShrinivasDesai11
This document outlines the vision, mission, and story of Puzzlpod, a startup aiming to build an AI-powered marketplace for campus snack vendors. It describes Puzzlpod's goals of reimagining the snack supply chain using emerging technologies. The document then discusses Puzzlpod's origins running a campus snack cafe, the problems with existing campus snack options, and its proposed solution of an AI-based snack distribution machine and vendor marketplace. It provides details on Puzzlpod's prototype machine and team, competitors, target market size, revenue model, and is requesting 2.5 crore in seed funding.
This document summarizes marketing research conducted for Carrefour Egypt regarding expanding their "Mini-Carrefour" stores outside of Cairo. The research included:
1. Conducting surveys of customers in other governorates to understand purchasing behaviors, brand preferences, spending habits, and factors influencing shopping decisions.
2. Analyzing Egypt's demographics, economy, competitors' strategies, and segmentation opportunities to identify target customer groups for Mini-Carrefour stores.
3. Developing recommendations around positioning Mini-Carrefour as a source for quality, discounted products and an easy shopping experience in convenient locations. The 4P's framework was also applied to outline placement, product, promotion, and low-price
GLOBAL MARKET: How to expand your operation in Latin America. 10 operational...Marcos Pueyrredon
Material de apoyo de la conferencia plenaria GLOBAL MARKET: How to expand your operation in Latin America. 10 operational tips to reach 120 million users dictada por Marcos Pueyrredon Global VP Hispanic Markets VTEX & Presidente del eCommerce Institute + Daniela Jurada Global Head Partner Program VTEX y Ricardo Alonso CEO Latam Falabella .com en el marco del VTEXDAY 2018 realizado en la ciudad de San Pablo, Brasil +info y detalles en https://vtexday.vtex.com/
Starting with the financials is far from being the cup of thee of entrepreneurs. However, it may be easier than you thought! Ask yourself key questions regarding the sales generation. It will help you to challenge your business model and at the same time to fill in main items of your financial plan. Good luck!
FMCG is the fourth largest sector in the Indian economy
Household and Personal Care is the leading segment, accounting for 50 per cent of the overall market. Hair care (23 percent) and Food & Beverages (19 per cent) comes next in terms of market share
Retail market in India is estimated to reach USD1 trillion by 2020 from USD600 billion in 2016, with modern trade expected to grow at 20 per cent per annum, which is likely to boost revenues of FMCG companies
People are gracefully embracing Ayurveda
Pablo Andres Alpizar - eCommerce Day Bolivia Online [Live] ExperienceeCommerce Institute
This document provides e-commerce tips for businesses facing challenges before and after COVID-19. It discusses how Sofia, a food company, quickly launched an online store in response to the pandemic using a Minimum Viable Product approach. It recommends maintaining a "crisis mode" mindset by continuously innovating, testing solutions, and improving the four pillars of e-commerce: marketing, technology, operations, and customer service. Maintaining empathy for customers and their evolving needs and abilities is also emphasized.
The document provides information about Chabot and Associates, a division of Shops & Retail that conducts market surveys. It discusses Larry Smith methodology, which was developed in 1940 to conduct feasibility studies for retail developments. It then outlines the typical steps involved in a Chabot market survey, including collecting basic data, analyzing sites and competition, defining a catchment area, and estimating sales potential and market shares to justify retail space. Several past successful projects that Chabot has worked on are also summarized, including malls in France, Turkey, and Egypt.
This document summarizes the challenges faced by a family-owned Belgian company in the tufting and weaving industry. The company relied on a volume-driven strategy but faced margin squeezes as the market slowed. BIZSON was brought in to restructure the organization. Their plan included cost reductions, consolidating sales teams, improving production quality, implementing new reporting tools, and focusing on innovation and higher-margin products. These changes helped reduce output and sales while improving cash flow and profitability, putting the company on stronger financial footing for the future.
Zara is a Spanish fast fashion retailer founded in 1975 that has grown to over 2000 stores in 88 countries. It designs 10,000-20,000 new items per year, about 3 times as many as GAP or H&M, and produces them in small quantities to maintain an image of exclusivity. All clothing is shipped to a distribution center in Spain and then redistributed worldwide. Zara's success stems from its continuous monitoring of changing customer tastes and trends through feedback, tight control of its global manufacturing process, and preference for opening new stores over advertising to showcase new designs.
This document discusses several trends in the retail and food industries:
- Restaurants will focus more on technology, sustainability, and customization while blurring lines between segments. Kitchens will be more visible and menus more customizable.
- Retailers will open more smaller stores and increase online sales. "A" brands and private labels will continue growing while "B" and "C" brands decline. Fresh products will be a key driver for where customers shop.
- Data and analytics will be crucial to better understand customers and their purchasing paths. Customer segmentation, omni-channel retailing, and meeting shifting consumer expectations are important.
Rural marketing is becoming an important discipline due to several factors like the rural push policy of the government, growth in rural GDP, and rising incomes in rural areas. Rural markets offer significant opportunities but also challenges since rural consumers have lower awareness, literacy and purchasing power compared to their urban counterparts. The rural economy is undergoing a transition from being primarily agriculture-based to increasing non-farm activities and services. Several government programs are also aimed at rural development and reducing poverty.
CASE STUDY: The digital transformation of a global multichannel B2B businessB2B Marketing
Electrocomponents is a global distributor of electronics and maintenance products with over 1 million customers. It has evolved its eCommerce proposition over time to meet customer needs, including developing a multi-channel marketing approach. This involves fueling its eCommerce engine through acquisition and conversion efforts onsite as well as behavioral-driven post-visit marketing to drive repurchases. Electrocomponents has also moved to a world class platform to enable innovation and deliver leading content across 28 countries in 15 languages.
La economía estudia la asignación eficiente y eficaz de recursos escasos para alcanzar objetivos. Los recursos clásicos son la tierra, el trabajo y el capital. Los agentes económicos como familias, empresas y el estado interactúan en mercados para determinar precios y cantidades de bienes y servicios. La microeconomía analiza las decisiones individuales de consumo y producción, mientras que la macroeconomía estudia los grandes agregados de una economía como el producto interno bruto.
Este documento clasifica y describe diferentes tipos de materiales inteligentes, incluyendo ejemplos y aplicaciones. Los materiales inteligentes se dividen en tres generaciones - materiales pasivos de primera generación, materiales activos de segunda generación y materiales ultra inteligentes de tercera generación. Se describen varios nanomateriales comunes como nanopartículas de carbono, nanotubos de carbono y nanopartículas metálicas, y sus propiedades. Finalmente, se mencionan aplicaciones como protección UV, resistencia a arrugas y protección contra incend
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How can CPGs significantly grow sales at lower cost in Asia-Pacific? By improving their coverage of traditional trade in emerging markets.
Report highlights:
-- the growth opportunities in emerging markets
-- leveraging traditional trade channels and technology to grow
-- case studies
(1) Merchandising Provider Company was founded in 2004 to gain expertise in retail marketing and merchandising services. (2) They provide various services including POS management, ordering, logistics, and market research with a national network of 8 branches. (3) Case studies describe successful merchandising projects implemented for companies like Coca-Cola, Osram, Julius Meinl, and Wrigley that achieved sales targets and optimized shelf layouts.
The document outlines the history of struggling newspaper strategies over the past two decades that focused on reacting, retrenching, and repurposing, in contrast to the Utah Media Group's strategy which changed outcomes by developing new businesses outside of newspapers, having the right leadership and structure to support new growth areas, and focusing on the performance of business units through measuring results.
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Grup El Toc is a company founded by three partners to occupy lucrative niches in the tech and communications industries. They plan to launch Delibericvs, an online marketplace for exclusive national products aiming for export. The document outlines the growing e-commerce market globally and in Spain, the evolution of consumer online behavior, and their proposal to help small brands and retailers grow online through Delibericvs' marketplace model, strategic marketing, and various service levels providing logistics, customer service, and more.
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This document outlines the vision, mission, and story of Puzzlpod, a startup aiming to build an AI-powered marketplace for campus snack vendors. It describes Puzzlpod's goals of reimagining the snack supply chain using emerging technologies. The document then discusses Puzzlpod's origins running a campus snack cafe, the problems with existing campus snack options, and its proposed solution of an AI-based snack distribution machine and vendor marketplace. It provides details on Puzzlpod's prototype machine and team, competitors, target market size, revenue model, and is requesting 2.5 crore in seed funding.
This document summarizes marketing research conducted for Carrefour Egypt regarding expanding their "Mini-Carrefour" stores outside of Cairo. The research included:
1. Conducting surveys of customers in other governorates to understand purchasing behaviors, brand preferences, spending habits, and factors influencing shopping decisions.
2. Analyzing Egypt's demographics, economy, competitors' strategies, and segmentation opportunities to identify target customer groups for Mini-Carrefour stores.
3. Developing recommendations around positioning Mini-Carrefour as a source for quality, discounted products and an easy shopping experience in convenient locations. The 4P's framework was also applied to outline placement, product, promotion, and low-price
GLOBAL MARKET: How to expand your operation in Latin America. 10 operational...Marcos Pueyrredon
Material de apoyo de la conferencia plenaria GLOBAL MARKET: How to expand your operation in Latin America. 10 operational tips to reach 120 million users dictada por Marcos Pueyrredon Global VP Hispanic Markets VTEX & Presidente del eCommerce Institute + Daniela Jurada Global Head Partner Program VTEX y Ricardo Alonso CEO Latam Falabella .com en el marco del VTEXDAY 2018 realizado en la ciudad de San Pablo, Brasil +info y detalles en https://vtexday.vtex.com/
Starting with the financials is far from being the cup of thee of entrepreneurs. However, it may be easier than you thought! Ask yourself key questions regarding the sales generation. It will help you to challenge your business model and at the same time to fill in main items of your financial plan. Good luck!
FMCG is the fourth largest sector in the Indian economy
Household and Personal Care is the leading segment, accounting for 50 per cent of the overall market. Hair care (23 percent) and Food & Beverages (19 per cent) comes next in terms of market share
Retail market in India is estimated to reach USD1 trillion by 2020 from USD600 billion in 2016, with modern trade expected to grow at 20 per cent per annum, which is likely to boost revenues of FMCG companies
People are gracefully embracing Ayurveda
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This document provides e-commerce tips for businesses facing challenges before and after COVID-19. It discusses how Sofia, a food company, quickly launched an online store in response to the pandemic using a Minimum Viable Product approach. It recommends maintaining a "crisis mode" mindset by continuously innovating, testing solutions, and improving the four pillars of e-commerce: marketing, technology, operations, and customer service. Maintaining empathy for customers and their evolving needs and abilities is also emphasized.
The document provides information about Chabot and Associates, a division of Shops & Retail that conducts market surveys. It discusses Larry Smith methodology, which was developed in 1940 to conduct feasibility studies for retail developments. It then outlines the typical steps involved in a Chabot market survey, including collecting basic data, analyzing sites and competition, defining a catchment area, and estimating sales potential and market shares to justify retail space. Several past successful projects that Chabot has worked on are also summarized, including malls in France, Turkey, and Egypt.
This document summarizes the challenges faced by a family-owned Belgian company in the tufting and weaving industry. The company relied on a volume-driven strategy but faced margin squeezes as the market slowed. BIZSON was brought in to restructure the organization. Their plan included cost reductions, consolidating sales teams, improving production quality, implementing new reporting tools, and focusing on innovation and higher-margin products. These changes helped reduce output and sales while improving cash flow and profitability, putting the company on stronger financial footing for the future.
Zara is a Spanish fast fashion retailer founded in 1975 that has grown to over 2000 stores in 88 countries. It designs 10,000-20,000 new items per year, about 3 times as many as GAP or H&M, and produces them in small quantities to maintain an image of exclusivity. All clothing is shipped to a distribution center in Spain and then redistributed worldwide. Zara's success stems from its continuous monitoring of changing customer tastes and trends through feedback, tight control of its global manufacturing process, and preference for opening new stores over advertising to showcase new designs.
This document discusses several trends in the retail and food industries:
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- Retailers will open more smaller stores and increase online sales. "A" brands and private labels will continue growing while "B" and "C" brands decline. Fresh products will be a key driver for where customers shop.
- Data and analytics will be crucial to better understand customers and their purchasing paths. Customer segmentation, omni-channel retailing, and meeting shifting consumer expectations are important.
Rural marketing is becoming an important discipline due to several factors like the rural push policy of the government, growth in rural GDP, and rising incomes in rural areas. Rural markets offer significant opportunities but also challenges since rural consumers have lower awareness, literacy and purchasing power compared to their urban counterparts. The rural economy is undergoing a transition from being primarily agriculture-based to increasing non-farm activities and services. Several government programs are also aimed at rural development and reducing poverty.
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La economía estudia la asignación eficiente y eficaz de recursos escasos para alcanzar objetivos. Los recursos clásicos son la tierra, el trabajo y el capital. Los agentes económicos como familias, empresas y el estado interactúan en mercados para determinar precios y cantidades de bienes y servicios. La microeconomía analiza las decisiones individuales de consumo y producción, mientras que la macroeconomía estudia los grandes agregados de una economía como el producto interno bruto.
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Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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2. 2
1 POS per 7,000hab.-9,000hab.
1 POS per 9,000hab.-11,000hab.
1 POS per 11,000hab.-15,000hab.
1 POS per 15,000hab.-19,000hab.
1 POS per 19,000hab.-25,000hab.
1 POS per 25,000hab.-+,000hab.
Tumbes
Madre de
Dios
Loreto
Puno
Ucayali
Amazonas
Tacna
Cuzco
Pasco
Junín
Huacavelica
Arequipa
Moquegua
Ica
Ayacucho
Apurimac
Callao
Lima
Huanuco
San Martin
Ancash
Lambayeque
Piura
La Libertad
Cajamarca
•In Huancayo, there is 1 POS every 15-19000 people
•In Arequipa, there is 1 POS every 9-11000 people
3.
4. 4
Population
•Urban 91%
•Rural 9%
•Urban > 18 years old 62%
Department objective 761,062 people
Zone objective 622,616 people
Economic data
•Average salary S/.939 (in Lima the
AVG is of S/1,103). Arequipa is below
by 15%
•Income pyramid: 48% received less
than S/.700/month
4.1
6.8
16.5
21.0
14.8
8.7
20.5
5.6
2.0
- 5.00 10.00 15.00 20.00 25.00
-
100
300
500
700
900
1,500
3,000
6,000
IngresosMediosSoles
% Población
5. 5
Actual business (only Arequipa city, 11
districts Arequipa, Yanahuara, Cayma, Alto, Jacobo,
Jose Luis Bustamante, Mariano Melgar, Miraflores,
Paucarpata, Socabaya, Yanahuara)
•Operated 33 AVG (S/.13,500)
•Non Operated 36 AVG (S/.1,700)
The zone has increased by 84% against 2008
The penetration is 1 POS/9000 people
The average price/coupon is of S/.4.60. 71% of the sales belong to
Tinka.
It is important to analyze the return on the following POS:
Botica Garcia, CHN, Farmasalud, Bazar Rivera, Todo Celular,
Valdivia, Farma Lourdes, Ccahuana, Calderon, El Milagro and
Sophia (all of them are non operated)
69%
77%
12%
7%
10%
8%
5% 4%
4% 4%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2008 2009
Tinka Ganadiario Ganagol Instantaneas Otros
6. 6
Objective of the project
• To increase visibility in the zone
• To double the sales
• To capture impulse purchasing
• To achieve profit projection of the zone
7. 7
¿How to do it?
To increase visibility in the zoneTo increase visibility in the zone
100% application of POP standards
100% corners at NON operated POS (including accessories)
Attractiveness of new brands
Application of new type of booths:
Municipality kiosks
Own kiosks
Street vendors
Aisles at commercial centers
Kiosks at main mercados
8. 8
¿How to do it?
To double the salesTo double the sales
A minimum of 90 POS to be working in the zone in
order to achieve 1 million sales/month in 6 months
In addition:
•Improve execution of actual POS, relocation if
needed over and above the POP standards
application.
•Implement all available remote served POS (54) and
install more if needed.
9. 9
¿How to do it?
To capture impulse purchasingTo capture impulse purchasing
To locate and relocate POS next to population
conglomeration such as the followings:
Bus stop
Institutes
Universities
Market Stalls
10. 10
¿How to do it?
To achieve profit projection of the zone
To analyze actual contribution of the zone and
define the project objectives
While having the target:
Assure executions with adequate product mix,
POS mix and POP allocation according to
profitably needs
11. Commercial Centers:
CC Panorámico
CC Patio del Ekeko
CC La Gran Vía
CC Global Plaza
Newspaper kiosks:
Plaza de Armas
Calle Mercaderes
Plaza Sto.Domingo
Boulevards: Pasaje de la Catedral, Calle San Francisco
High traffic avenues:
Av. Ejercito
Av. VA Belaunde
Av. Mariscal Castilla
Neighborhoods:
Yanahuara
Cayma
Vallecito
Markets:
Mercado del Altiplano
Mercado del Avelino
Siglo XX
Street vendors:
Mercado del Avelino
11
12.
13. 13
Population data
•Urban 68%
•Rural 32%
•Urban > 18 years old 42%
Department objective 502,114 people
Zone objective 266,543 people
Economic data
• Average salary S/. 868 (21% below
Lima which is at S/.1103)
•Income pyramid: more than 60% of
the population is below S/.700/month
5.6
5.4
15.3
17.8
17.5
10.4
23.1
3.9
0.8
- 5.00 10.00 15.00 20.00 25.00
-
100
300
500
700
900
1,500
3,000
6,000
IngresosMediosSoles
% Población
14. 14
Actual business (only Huancayo city, 2
districts Huancayo and El Tambo)
•Operated 9 AVG (S/.12,800/month)
•Non Operated 4 AVG (S/.1,600/month)
The zone has increased by 97% (comparing cumulative May figures)
The penetration is of 1 POS/every 19,000 people
It need to be analyzed the results of the following non operated POS:
Quinto Ibarra
Luis Felipe
66%
75%
10%
6%
12%
10%
10% 4%
2%
5%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2008 2009
Tinka Ganadiario Ganagol Instantaneas Otros
15. 15
Objective of the project
• To increase visibility in the zone
• To triplicate the sales
• To capture impulse purchasing
• To achieve profit projection of the zone
16. 16
¿How to do it?
To increase visibility in the zoneTo increase visibility in the zone
100% application of POP standards
100% corners at NON operated POS (including accessories)
Attractiveness of new lauchments
Application of new type of booths:
Municipality kiosks
Own kiosks
Aisles at commercial centers
Kiosks at Mercados
17. 17
¿How to do it?
To triplicate the salesTo triplicate the sales
A minimum of 35 POS to be working in the zone in
order to achieve S/.300,000 sales/month in 6 months
In addition:
Improve execution of actual POS, relocation if
needed over and above the POP standards
application.
Implement all available remote served POS (2) and
install more if needed.
18. 18
¿How to do it?
To capture impulse purchasingTo capture impulse purchasing
To locate and relocate POS next to population
conglomeration such as the followings:
Bus stop
Institutes
Universities
Market Stalls
19. 19
¿How to do it?
To achieve profit projection of the zone
To analyze actual contribution of the zone and
define the project objectives
While having the target:
Assure executions with adequate product mix,
POS mix and POP allocation according to
profitably needs
20. Commercial Centers:
Real Plaza
Centro Constitución
Astoria Plaza,
Mega Plaza
Gas Stations
Primax
Huancavelica
Bus Stops:
Parque Industrial
Los Andes
Neighborhoods: to be confirmed
Markets:
Mercado EL TAMBO
Supermarkets:
PLAZA VEA
CASA SUELDO
FERIA 13
20