This document outlines a strategy for FMCG companies to better cooperate with large retailers like Walmart on their hypermarket channel. It identifies conflicts around place/display, price, and product issues. For place, Walmart prioritizes price/size over brands, while Nestle wants to highlight brands. The document proposes Nestle negotiate for prime shelf space while respecting Walmart's principles. For price, Walmart bases prices on competitors while Nestle aims for profit margins. Additional funds from Nestle could support Walmart's lower prices temporarily. Overall, the strategy aims to resolve conflicts through understanding each side's perspectives and negotiating balanced solutions.
This document outlines various marketing strategies related to market scope, market entry, product, promotion, distribution, and pricing. It provides definitions and requirements for strategies such as single market strategy, first in strategy, product positioning strategy, promotion mix strategy, exclusive distribution strategy, and skimming pricing strategy. The document is intended to serve as a guide on developing an effective high impact marketing strategy.
Distribution Management & Marketing MixAnuj Sharma
Distribution Management and Marketing Mix - Chapter 8 of Sales and Distribution Management - Text and Cases by Krishna K Havaldar & Vasant M Cavale. Presented to the students of Tolani Institute of Adipur as a part of their Sales & Distribution Management Course
Category management is a retailing concept that breaks products into discrete groups ("categories") and manages each as a strategic business unit. It has become more important as stores have grown larger and offerings more complex. The document outlines the category management process, beginning with defining categories and their roles. It describes evaluating categories to find strengths and weaknesses. Key steps are setting sales and margin targets for each category and segment, then defining strategies and specific actions around assortment, price, promotion and exposure. Regular execution includes category reviews, testing, roll-outs and monitoring to drive goals over time.
Retailers always seek preferred partners to assist them with Category Management, these are known under the name "Category Captains" What does it take to become one?
This document provides guidance on trade marketing strategies and best practices. It covers topics such as product positioning, unique selling propositions, pricing, supply chain logistics, buyer personas, branding, messaging, generating product awareness through trade shows and other methods, selling products to retailers, and increasing product sales in retail stores. The guide is intended to help trade marketing professionals successfully market products to distributors and retailers.
This document discusses key aspects of sales management including:
1. Sales is the only business function that generates revenue.
2. It discusses the importance of revenue generation, delegation, continuation, detection, collection, and retention for a sales organization.
3. Effective sales management requires planning, directing, and controlling the personal selling process which includes recruiting, selecting, training, supervising, compensating, and motivating the sales force.
Chapter 1 sales management strategy sales and distribution management (1)Anita Rai
The document discusses key aspects of sales management strategies. It defines sales management and outlines the responsibilities of sales management, including recruiting, selecting, equipping, assigning, routing, supervising, paying and motivating the sales force. The importance of relationship-based selling is discussed, emphasizing building trust with customers. Effective sales force management requires the right organization, size, qualifications, compensation and incentives. Steps in designing and managing an effective sales force are outlined, and the duties and responsibilities of sales managers are provided.
This document outlines various marketing strategies related to market scope, market entry, product, promotion, distribution, and pricing. It provides definitions and requirements for strategies such as single market strategy, first in strategy, product positioning strategy, promotion mix strategy, exclusive distribution strategy, and skimming pricing strategy. The document is intended to serve as a guide on developing an effective high impact marketing strategy.
Distribution Management & Marketing MixAnuj Sharma
Distribution Management and Marketing Mix - Chapter 8 of Sales and Distribution Management - Text and Cases by Krishna K Havaldar & Vasant M Cavale. Presented to the students of Tolani Institute of Adipur as a part of their Sales & Distribution Management Course
Category management is a retailing concept that breaks products into discrete groups ("categories") and manages each as a strategic business unit. It has become more important as stores have grown larger and offerings more complex. The document outlines the category management process, beginning with defining categories and their roles. It describes evaluating categories to find strengths and weaknesses. Key steps are setting sales and margin targets for each category and segment, then defining strategies and specific actions around assortment, price, promotion and exposure. Regular execution includes category reviews, testing, roll-outs and monitoring to drive goals over time.
Retailers always seek preferred partners to assist them with Category Management, these are known under the name "Category Captains" What does it take to become one?
This document provides guidance on trade marketing strategies and best practices. It covers topics such as product positioning, unique selling propositions, pricing, supply chain logistics, buyer personas, branding, messaging, generating product awareness through trade shows and other methods, selling products to retailers, and increasing product sales in retail stores. The guide is intended to help trade marketing professionals successfully market products to distributors and retailers.
This document discusses key aspects of sales management including:
1. Sales is the only business function that generates revenue.
2. It discusses the importance of revenue generation, delegation, continuation, detection, collection, and retention for a sales organization.
3. Effective sales management requires planning, directing, and controlling the personal selling process which includes recruiting, selecting, training, supervising, compensating, and motivating the sales force.
Chapter 1 sales management strategy sales and distribution management (1)Anita Rai
The document discusses key aspects of sales management strategies. It defines sales management and outlines the responsibilities of sales management, including recruiting, selecting, equipping, assigning, routing, supervising, paying and motivating the sales force. The importance of relationship-based selling is discussed, emphasizing building trust with customers. Effective sales force management requires the right organization, size, qualifications, compensation and incentives. Steps in designing and managing an effective sales force are outlined, and the duties and responsibilities of sales managers are provided.
BEST is a consultancy that has offered commercial consultancy and training in trade marketing practices since 1996. It focuses on integrating consumer and shopper insights to understand consumption occasions and shopper needs beyond just visuals. BEST also focuses on thorough understanding of shopper missions and behavior by channel and implementing efficient retail segmentation models. Modern trade organizations should focus on shoppers rather than just customers by combining centralized strategy with decentralized execution. BEST helps organizations establish specific trade marketing skills, capabilities, structures and processes to differentiate brand, sales, distribution and trade marketing teams.
Shoppers Stop is one of the largest retail chains in India operating department stores. The document provides details about Shoppers Stop's new outlet opened at Metro Junction Mall in Kalyan, Mumbai. It discusses the advantages of opening an outlet in Kalyan such as bringing luxury shopping experience closer to customers and attracting more footfall. It also mentions some challenges of operating in the location like competition from other brands in the same mall. The document then provides an overview of Shoppers Stop's products, services and business strategy.
The modern trade sector in India has grown rapidly from $10 billion in 2005 to $70 billion in 2015. Key disruptors driving this growth include price wars between retailers, exclusive product offerings, and increased convenience through mobile technologies. While high costs and competition pose challenges, enablers like multi-channel offerings, digital innovations, and personalized customer experiences will help drive continued growth. Rapid income growth, urbanization, nuclearization, and changing attitudes all contribute to the certainty that modern trade will continue growing quickly in the future.
The marketing and promotions process model has four major components: marketing strategy and analysis, target marketing process, marketing planning and program development, and the target market. It begins with developing a marketing strategy based on a situation analysis of opportunities, competitors, and selecting target markets. The company then coordinates the marketing mix and promotional strategies into a cohesive program to effectively reach the target market. Promotions play an important role in building demand among consumers and retailers.
The document provides guidelines for key account managers at ABC Food Co. It outlines responsibilities like developing annual contracts and customer plans, managing sales targets, product listings and promotions, as well as monitoring customer service and profitability. It also discusses managing the relationship with key accounts through annual contracts, sales reports, marketing plans, financial processes, merchandising in stores, and collaboration across internal teams. The goal is to strengthen relationships and achieve sustainable profitable growth aligned with ABC's overall strategy.
This document outlines a customer service system (CSS) process for improving route-to-market execution. The 5-step CSS process includes: 1) defining a destination, 2) assessing current capabilities/gaps, 3) designing customer-focused routes/solutions, 4) planning implementation, and 5) executing the plan. Route-to-market activities like account development, order generation, merchandising and delivery are discussed. The goal of CSS is to improve outlet penetration, sales volume, and execution efficiency through a disciplined process.
Spencers retail limited : Repositioning in a changing retail environment - Ca...Bonny V Pappachan
Spencer's Retail Limited is the largest supermarket chain in India, operating over 350 stores under four formats: Spencer's express, daily, super, and hyper. It was founded in 1863 and is headquartered in Kolkata. Spencer's introduced its "Taste the World" concept to provide customers with a futuristic international shopping experience through store design and merchandise from around the world. A SWOT analysis identified strengths in branding and promotions, while weaknesses included high costs and supplier bargaining power. Big competitors included Reliance, Pantaloons, Bharati Walmart, and Big Bazaar. Spencer's uses strategies like product variety, pricing, store locations, and advertising to attract customers. However, a customer satisfaction
Category management is a retailing concept that breaks down a retailer's product range into discrete categories of similar products. Each category is treated as a strategic business unit with its own targets and strategies. The goals of category management include capturing customers' focus, defining category roles, monitoring competition and suppliers, and strengthening operations and performance. The category management process involves defining the category, assessing its role and performance, developing strategies and tactics, implementing plans, and reviewing results. Category management aims to add value for both retailers and suppliers.
This document outlines the key aspects of category management. It discusses that category management is a process where categories are managed as strategic business units to maximize sales and profits. It involves defining categories, assessing performance, setting goals and strategies, implementing category plans, and ongoing review. Category management is a collaborative approach where retailers and suppliers work together to deliver value to consumers.
1. The document summarizes a class presentation on supply chain management at Big Bazaar, a large retail chain in India.
2. It describes Big Bazaar's supply chain structure and processes, including procurement, manufacturing, replenishment, and customer order cycles.
3. A SWOT analysis is presented, identifying Big Bazaar's strengths in infrastructure and understanding of suppliers, but also weaknesses in quality focus and lack of a true supply chain system, as well as opportunities and threats.
The document discusses market segmentation, targeting, positioning, and the requirements for effective market segmentation. It provides examples of segmenting the rural market based on village population size, location relative to towns, and farm size. Market segmentation involves grouping customers with common needs or responses to marketing. Each segment requires a tailored marketing strategy and offers different growth opportunities. Targeting can be undifferentiated, concentrated, or multi-segment. Positioning develops a brand image in customers' minds based on benefits, advantages over competitors, and how the business defines itself. Effective segmentation requires segments be measurable, divisible, accessible, substantial, and actionable.
Group 1 analyzed Walmart's business strategies and competitive advantages. They conducted a SWOT analysis identifying strengths like EDLP pricing and weaknesses like labor issues. Opportunities include improving online shopping while threats include competitors. Recommendations were to utilize customer data, improve online ordering, and launch an in-store rewards program. The timeline outlined enhancing the core business before expanding delivery services over 3 years.
The document discusses go-to-market strategies versus marketing strategies. It notes that go-to-market strategies specifically focus on product launches, while marketing strategies can apply to ongoing activities. Go-to-market strategies involve additional components to coordinate with product development. Once launched, the go-to-market strategy evolves into an overall marketing strategy. The document then provides details on developing effective go-to-market strategies, including defining target markets, sales processes, distribution channels, and product roadmaps.
The document provides information about Shoppers' Stop Limited, an Indian retail chain. It discusses the company's strengths, weaknesses, opportunities, threats and marketing environment. It also describes the company's product range, marketing mix, target audience, positioning and integrated marketing communications strategy.
Brand Awareness of Spencer's and Comparative Analysis with Big BazaarProjects Kart
By 2004 the retail industry was growing rapidly in India, and Spencer's Retail decided to pursue an aggressive expansion strategy. The company had the customers, the products, and the employees to make it happen. It just needed an IT infrastructure that could support rapid growth. Visit http://www.projectskart.com/p/contact-us.html for more information. Current servers were at capacity, and the company needed to upgrade before adding new stores. Amit Mukerjee, Group CIO of the RPG Group, describes the challenge as part of the learning curve for retail development in India. ―Retailing is a new business in this country. As the business matures, the process matures, and IT systems must evolve accordingly. The company also needed an enterprise resource planning (ERP) solution to handle critical processes such as supply-chain management. It decided to implement mySAP ERP, now called SAP ERP, and realized the solution needed to run on high-performance servers. Spencer's Retail evaluated several possibilities, including servers from HP, IBM, and Sun Microsystems. It decided to build its IT infrastructure on Sun systems for several reasons. Sun SPARC Enterprise Servers had the performance and scalability needed to sustain its business, and they delivered higher performance at less cost. Sun's knowledge of the retail space in India, as well as its long history with RGP Enterprises, were also deciding factors.
This document discusses various aspects of sales and distribution management. It covers the nature of personal selling, defining personal selling as two-way communication between salespeople and customers. It describes the roles and tasks of salespeople, including order taking, order getting, and providing customer service. It also outlines characteristics, limitations, and traits of good salespeople. Additionally, it discusses sales management topics such as organizing the sales force, directing and motivating salespeople, evaluating performance, and addressing ethical issues. Finally, it covers distribution channel design and management, including defining distribution channels, evaluating intermediaries, and planning the optimal channel structure.
This document outlines a marketing plan presentation for Women In Action. It begins with definitions of marketing and discusses developing a simple marketing plan. It then covers marketing mix strategies including the 4Ps of product, price, place, and promotion. It also discusses the promotional mix of advertising, public relations, sales promotion and personal selling. Other sections address market segmentation, target audiences, SWOT analysis, market research, positioning, branding, and developing a detailed marketing plan. It concludes with emphasizing the importance of tracking marketing results.
This document provides an overview of marketing channel structure and functions. It discusses how channel members add value through specialization and the division of labor principle. The document also examines different types of marketing channels for consumers and businesses. It explores considerations for selecting and managing multi-channel distribution systems, as well as carefully selecting and developing international channel members. Finally, it summarizes that future distribution channels will be more interactive and challenged by the internet, while international channels will remain important with an adaptive focus on customer preferences.
BEST is a consultancy that has offered commercial consultancy and training in trade marketing practices since 1996. It focuses on integrating consumer and shopper insights to understand consumption occasions and shopper needs beyond just visuals. BEST also focuses on thorough understanding of shopper missions and behavior by channel and implementing efficient retail segmentation models. Modern trade organizations should focus on shoppers rather than just customers by combining centralized strategy with decentralized execution. BEST helps organizations establish specific trade marketing skills, capabilities, structures and processes to differentiate brand, sales, distribution and trade marketing teams.
Shoppers Stop is one of the largest retail chains in India operating department stores. The document provides details about Shoppers Stop's new outlet opened at Metro Junction Mall in Kalyan, Mumbai. It discusses the advantages of opening an outlet in Kalyan such as bringing luxury shopping experience closer to customers and attracting more footfall. It also mentions some challenges of operating in the location like competition from other brands in the same mall. The document then provides an overview of Shoppers Stop's products, services and business strategy.
The modern trade sector in India has grown rapidly from $10 billion in 2005 to $70 billion in 2015. Key disruptors driving this growth include price wars between retailers, exclusive product offerings, and increased convenience through mobile technologies. While high costs and competition pose challenges, enablers like multi-channel offerings, digital innovations, and personalized customer experiences will help drive continued growth. Rapid income growth, urbanization, nuclearization, and changing attitudes all contribute to the certainty that modern trade will continue growing quickly in the future.
The marketing and promotions process model has four major components: marketing strategy and analysis, target marketing process, marketing planning and program development, and the target market. It begins with developing a marketing strategy based on a situation analysis of opportunities, competitors, and selecting target markets. The company then coordinates the marketing mix and promotional strategies into a cohesive program to effectively reach the target market. Promotions play an important role in building demand among consumers and retailers.
The document provides guidelines for key account managers at ABC Food Co. It outlines responsibilities like developing annual contracts and customer plans, managing sales targets, product listings and promotions, as well as monitoring customer service and profitability. It also discusses managing the relationship with key accounts through annual contracts, sales reports, marketing plans, financial processes, merchandising in stores, and collaboration across internal teams. The goal is to strengthen relationships and achieve sustainable profitable growth aligned with ABC's overall strategy.
This document outlines a customer service system (CSS) process for improving route-to-market execution. The 5-step CSS process includes: 1) defining a destination, 2) assessing current capabilities/gaps, 3) designing customer-focused routes/solutions, 4) planning implementation, and 5) executing the plan. Route-to-market activities like account development, order generation, merchandising and delivery are discussed. The goal of CSS is to improve outlet penetration, sales volume, and execution efficiency through a disciplined process.
Spencers retail limited : Repositioning in a changing retail environment - Ca...Bonny V Pappachan
Spencer's Retail Limited is the largest supermarket chain in India, operating over 350 stores under four formats: Spencer's express, daily, super, and hyper. It was founded in 1863 and is headquartered in Kolkata. Spencer's introduced its "Taste the World" concept to provide customers with a futuristic international shopping experience through store design and merchandise from around the world. A SWOT analysis identified strengths in branding and promotions, while weaknesses included high costs and supplier bargaining power. Big competitors included Reliance, Pantaloons, Bharati Walmart, and Big Bazaar. Spencer's uses strategies like product variety, pricing, store locations, and advertising to attract customers. However, a customer satisfaction
Category management is a retailing concept that breaks down a retailer's product range into discrete categories of similar products. Each category is treated as a strategic business unit with its own targets and strategies. The goals of category management include capturing customers' focus, defining category roles, monitoring competition and suppliers, and strengthening operations and performance. The category management process involves defining the category, assessing its role and performance, developing strategies and tactics, implementing plans, and reviewing results. Category management aims to add value for both retailers and suppliers.
This document outlines the key aspects of category management. It discusses that category management is a process where categories are managed as strategic business units to maximize sales and profits. It involves defining categories, assessing performance, setting goals and strategies, implementing category plans, and ongoing review. Category management is a collaborative approach where retailers and suppliers work together to deliver value to consumers.
1. The document summarizes a class presentation on supply chain management at Big Bazaar, a large retail chain in India.
2. It describes Big Bazaar's supply chain structure and processes, including procurement, manufacturing, replenishment, and customer order cycles.
3. A SWOT analysis is presented, identifying Big Bazaar's strengths in infrastructure and understanding of suppliers, but also weaknesses in quality focus and lack of a true supply chain system, as well as opportunities and threats.
The document discusses market segmentation, targeting, positioning, and the requirements for effective market segmentation. It provides examples of segmenting the rural market based on village population size, location relative to towns, and farm size. Market segmentation involves grouping customers with common needs or responses to marketing. Each segment requires a tailored marketing strategy and offers different growth opportunities. Targeting can be undifferentiated, concentrated, or multi-segment. Positioning develops a brand image in customers' minds based on benefits, advantages over competitors, and how the business defines itself. Effective segmentation requires segments be measurable, divisible, accessible, substantial, and actionable.
Group 1 analyzed Walmart's business strategies and competitive advantages. They conducted a SWOT analysis identifying strengths like EDLP pricing and weaknesses like labor issues. Opportunities include improving online shopping while threats include competitors. Recommendations were to utilize customer data, improve online ordering, and launch an in-store rewards program. The timeline outlined enhancing the core business before expanding delivery services over 3 years.
The document discusses go-to-market strategies versus marketing strategies. It notes that go-to-market strategies specifically focus on product launches, while marketing strategies can apply to ongoing activities. Go-to-market strategies involve additional components to coordinate with product development. Once launched, the go-to-market strategy evolves into an overall marketing strategy. The document then provides details on developing effective go-to-market strategies, including defining target markets, sales processes, distribution channels, and product roadmaps.
The document provides information about Shoppers' Stop Limited, an Indian retail chain. It discusses the company's strengths, weaknesses, opportunities, threats and marketing environment. It also describes the company's product range, marketing mix, target audience, positioning and integrated marketing communications strategy.
Brand Awareness of Spencer's and Comparative Analysis with Big BazaarProjects Kart
By 2004 the retail industry was growing rapidly in India, and Spencer's Retail decided to pursue an aggressive expansion strategy. The company had the customers, the products, and the employees to make it happen. It just needed an IT infrastructure that could support rapid growth. Visit http://www.projectskart.com/p/contact-us.html for more information. Current servers were at capacity, and the company needed to upgrade before adding new stores. Amit Mukerjee, Group CIO of the RPG Group, describes the challenge as part of the learning curve for retail development in India. ―Retailing is a new business in this country. As the business matures, the process matures, and IT systems must evolve accordingly. The company also needed an enterprise resource planning (ERP) solution to handle critical processes such as supply-chain management. It decided to implement mySAP ERP, now called SAP ERP, and realized the solution needed to run on high-performance servers. Spencer's Retail evaluated several possibilities, including servers from HP, IBM, and Sun Microsystems. It decided to build its IT infrastructure on Sun systems for several reasons. Sun SPARC Enterprise Servers had the performance and scalability needed to sustain its business, and they delivered higher performance at less cost. Sun's knowledge of the retail space in India, as well as its long history with RGP Enterprises, were also deciding factors.
This document discusses various aspects of sales and distribution management. It covers the nature of personal selling, defining personal selling as two-way communication between salespeople and customers. It describes the roles and tasks of salespeople, including order taking, order getting, and providing customer service. It also outlines characteristics, limitations, and traits of good salespeople. Additionally, it discusses sales management topics such as organizing the sales force, directing and motivating salespeople, evaluating performance, and addressing ethical issues. Finally, it covers distribution channel design and management, including defining distribution channels, evaluating intermediaries, and planning the optimal channel structure.
This document outlines a marketing plan presentation for Women In Action. It begins with definitions of marketing and discusses developing a simple marketing plan. It then covers marketing mix strategies including the 4Ps of product, price, place, and promotion. It also discusses the promotional mix of advertising, public relations, sales promotion and personal selling. Other sections address market segmentation, target audiences, SWOT analysis, market research, positioning, branding, and developing a detailed marketing plan. It concludes with emphasizing the importance of tracking marketing results.
This document provides an overview of marketing channel structure and functions. It discusses how channel members add value through specialization and the division of labor principle. The document also examines different types of marketing channels for consumers and businesses. It explores considerations for selecting and managing multi-channel distribution systems, as well as carefully selecting and developing international channel members. Finally, it summarizes that future distribution channels will be more interactive and challenged by the internet, while international channels will remain important with an adaptive focus on customer preferences.
The document provides guidance on retail selling techniques and skills. It discusses the importance of understanding customer expectations and needs. It introduces the AIDA technique for generating customer attention, interest, desire and action. Key steps in the selling process are outlined, including pre-sale preparation, opening the sale, progressing the sale through needs analysis, sales presentation, handling objections, and building post-sale relationships. Customers' motivations must be understood to effectively match products and benefits.
1) The document provides an overview of sales management in the fast moving consumer goods (FMCG) industry in India, including industry trends, organizational structures, and key roles and functions.
2) It describes the FMCG industry in India and key trends like consolidation, product innovation, and a focus on rural markets.
3) Different sales organizational structures are presented for various FMCG companies operating in India, either based on geography, management functions, products or customers. Key sales roles like sales managers and executives are also outlined.
This document provides an overview of the FMCG sector in India including a SWOT analysis. It begins with definitions of FMCG and describes key segments. India has a large FMCG market, expected to reach $33.4 billion by 2015. The top strengths are low costs, established distribution networks, and strong brands. Weaknesses include lower technology investment and counterfeiting. Opportunities include the large untapped rural market and rising incomes. Threats include increased competition and high taxes. The document proposes strategies like expansion, improved distribution, innovation, and addressing issues in tax policy.
Henri Nestle founded Nestle in 1866 in Switzerland. It set up its first production plant in India in 1961 in Moga, Punjab. Today it is the world's largest diversified food company with operations in over 130 countries. In India, it has been operating since 1912 starting in Chennai and Kolkata. It uses a multi-layered distribution network in India including C&F agents, super stockists, distributors, wholesalers, and retailers to supply its products nationwide. Profit margins vary across the different levels in the network.
Key account management (KAM) is a strategic activity that aims to develop partnerships between suppliers and customers beyond simple transactions. It focuses on understanding customer needs and providing total solutions rather than just products and services. Effective KAM requires a comprehensive skill set from account managers and a customer-focused organization. Companies implement KAM to create win-win relationships and integrate their strategies and operations with key customers. Developing closer collaborative relationships through KAM can move the partnership from basic transactions to interdependent strategic planning that benefits both companies.
The Indian FMCG sector has a market size of US$25 billion and is poised to grow 10-12% annually. It has a well-established distribution network of over 6 million retail outlets across urban and rural areas. Organized retail is growing and expected to increase its share of the market to 14-18% by 2015. Rural India accounts for one-third of total consumption and FMCG companies are devising rural marketing strategies. Food products are the largest consumption category. The export potential for Indian FMCG companies is growing as they focus on international markets.
Key account management is a strategic business approach that ensures long-term partnerships with important customers. It is an integrative element of business strategy, not an isolated process. For KAM to achieve its full potential, it must be positioned as core to the business. Developing internal capabilities through knowledge, structures, systems and tools is also required for long-term success. The objectives of KAM include maximizing sales velocity, increasing average deal size and customer loyalty to drive down costs and create value for customers.
This presentation is an introduction to the role of IMC in marketing.
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Product portfolio analysis is a technique used by firms to identify the position of each product in its market. The Boston Matrix analyzes products based on their market share and market growth rate, categorizing them as stars, cash cows, question marks, or dogs. It can help businesses assess where to focus resources and identify future opportunities. While a useful framework, the Boston Matrix makes assumptions that are not always accurate and a product's positioning can change over time.
Kmart and Wal-Mart were once similar in size and revenue, but now their trajectories have diverged greatly. Kmart employs a "high-low" pricing strategy of regular prices with periodic sales, while Wal-Mart uses an "everyday low pricing" strategy made possible through stringent cost controls. This allows Wal-Mart to be seen as always having the lowest prices. As a result, Kmart has struggled with declining sales and store closures, while Wal-Mart has increased revenues and store locations to become the dominant discounter. The analysis concludes that an everyday low pricing approach is better suited to today's competitive retail environment.
This document provides a strategic audit of Walmart conducted by a team of business students. It begins with an overview of Walmart's history and current performance, including a financial ratio analysis comparing Walmart to competitors and industry averages. Walmart's mission, objectives, and strategic posture involving corporate strategy, business strategy, and functional strategies are then examined. The document also analyzes Walmart's external opportunities and threats through a PESTEL analysis and internal strengths and weaknesses through a VRIO analysis. Strategic recommendations are provided based on a TOWS matrix analysis. An implementation plan and balanced scorecard for evaluation are also included.
Hong Kong Trade Development Council Presentation Final VersionBenjamin Shobert
The document discusses strategies for small and medium enterprises (SMEs) to market to North American corporate buyers and retailers. It emphasizes that SMEs need to focus on innovation, building their own brand, and meeting retailers' needs in order to succeed. Specifically, the document recommends that SMEs (1) innovate through new product features and functionality to drive higher sales, (2) develop their own brand identity rather than relying on captive manufacturing, and (3) understand retailers' true needs which may differ from what they say. This will allow SMEs to transition from being product suppliers to becoming innovative brand builders.
Wal mart assignment-strategic management-ahmed m. adelAhmed Adel
Wal-Mart faces a strategic dilemma with Vlasic pickles. As a major customer accounting for 1/3 of Vlasic's business, Wal-Mart demanded that Vlasic sell giant pickle jars for under $3. This resulted in losses for Vlasic. It would not be realistic for Vlasic to stop doing business with Wal-Mart, as they rely heavily on the revenue and it could mean the downfall of the company. Supply chain management and logistics play a key role in Wal-Mart's success. Through efficient distribution centers and cross-docking, Wal-Mart is able to quickly stock low-cost products and meet customer demands.
Mehta Soya: A Promotional Conundrum - VikalpaTushar G
Hi,
This case is really interesting and i hope you like it.. sorry for not keepin it open download..
Credits for TAPMI -
Mr. Pramod Khandelwal and Mr. Syed Reza Salis
Naqvi (PGP2) have won the 1st prize in the
International Case Masters competition - a
flagship event of IIMA for their case, “ Mehta Soya:
A Promotional Conundrum”after 3 intense rounds
(2 offline and 1 on-campus).
Rgds,
Tushar
Market penetration refers to the percentage of a target market that uses a specific product or service. It can be measured as a company's sales as a percentage of the total sales for that product category. The document discusses various tactics for increasing market penetration, such as knowing the risks of entering new markets versus focusing on existing markets, creating barriers to entry for competitors, being unique in marketing approaches, diversifying product lines, and forming strategic alliances. It emphasizes using multiple tactics together for the most effective market penetration.
This white paper discusses the importance of eight key sales metrics for technology vendors to monitor their channel sales performance: total monthly sales, total sales by SKU, monthly sales by reseller, monthly sales by reseller segment, monthly sales by reseller by SKU, monthly sales by product category, inventory on hand, and unique resellers. It explains that extracting these metrics from raw POS data is time-consuming, so many vendors are "driving blind" without a dashboard to monitor these metrics. The paper concludes that the Channel Informer dashboard provides up-to-date access to these metrics to help vendors better understand and improve their channel sales success.
This document analyzes strategic alternatives for Walmart using weighted matrices. It evaluates backward integration and horizontal integration strategies. Backward integration would allow Walmart to achieve greater economies of scale and provide lower cost inputs by controlling suppliers. Horizontal integration offers economies of scale and market power but could increase dumping. The matrices assign weights and ratings to internal/external factors. For internal factors, Walmart's large scale and brand are strengths, while high turnover is a weakness. Externally, emerging markets and online growth present opportunities, while increased competition is a threat. The analyses indicate backward integration scoring 3.3 vs 3.0 for horizontal integration, so Walmart should focus on backward integration to better control suppliers and costs while addressing labor issues.
CPG-RETAIL COLLABORATION IN EMERGING MARKETSITC Infotech
Collaboration - a systematic and conscious effort between two parties in creating a positive synergy by working towards a predefined goal. In today’s business world, the term ‘Collaboration’ is gaining even more attention. This is because, none of the three bottom lines - Social, Economic & Environmental, can be achieved by any company working in isolation. In this paper, we will highlight how CPG companies and Retailers in emerging markets should work together to create a profitable, sustainable and socially acceptable business environment and in turn, try to reach Nash equilibrium for all the stakeholders.
This document provides notes on marketing strategy concepts from chapters 8-11 of a marketing textbook. It summarizes key points about innovation and new product development, brand management, value chain strategy, distribution channels, and pricing strategy. For each topic, it outlines important terminology and models to understand and highlights how these concepts relate to a marketing simulation.
Walmart Quick Strategic Analysis / case study, past, present and futureArchana Bhui
Mini Case study analyzing the Walmart story of growth. Focus on Walmarts eye on competition, customer priority, the hub and spoke model, quicj technology adoptability, big data
Retail Media Allocation by Bobsled, an Acadia companyMarcos Pueyrredon
Estudio sbre Retail Media Allocation realizado por Bobsled Marketing que brinda información práctica y valiosa para las marcas, informando sus decisiones estratégicas relacionadas con todo lo relacionado con los medios minoristas (asignación, inversión, etc.).
El mensaje clave de este reporte es:
"Las marcas deben construir una estrategia en torno a su verdadero objetivo a nivel de marca, producto o minorista, y la etapa de embudo en la que se encuentran sus consumidores".
1. The Joint Commission requires healthcare organizations to repor.docxpaynetawnya
1. The Joint Commission requires healthcare organizations to report SENTINEL EVENTS. Hospital administrators then execute a root-cause analysis, determine best practices and implement changes to prevent a future incident. Sentinel events become public!
1) Define the termn: Sentinel event and
2) Give an example of a hospital Sentinel event a
2.
The hospitals planning efforts usually led by the hospital CE0. Part of the Strategic planning process is the evaluation of the hospitals internal and external environnnents. As a future health Care Administrator, you will need to be skilled at SWOT analysis leadership
a. Define the term: SWOT
b. In performing a strategic swoT analysis of the hospital's internal and external environments, it serves as the first step in creating the organizations strategic plan. State one example that describes a fictional 200-bed community hospital's situation for each category: s, w, o and T. (examples are NOT given in your text so, you need to come up with your own example for each of the 4 swoT categories.) provide each example with a full sentence description. Here's an example of what am looking for: w: This hospital does not employ hospitalists. By relying only on community providers to manage the inpatient course of their patients, the ALos of this hospital is above the national mean.
S :
W :
O :
T :
3.
1- State the classic four (4) Ps of Marketing. (page 280-281)
2- Using the text and/or other references as guidance, describe in your own words how each of the (4) Ps apply to Hospital Markets using examples. Remember this is a 10 point essay!
P1:
P2:
P3:
P4:
4.
List four (4) roles/functions of the ethics committee in a hospital
5.
List four (4) principles of biomedical ethics that can be used as tools to resolve complex ethical dilemmas inherent to patient care.
1.
A- Identify and discuss reasons why firms become so infatuated with pricing.
There is no other component of the marketing program that firms become more infatuated with than pricing. There are at least four reasons for the attention given to pricing. First, the revenue equation is pretty simple: Revenue equals the price times quantity sold. There are only two ways for a firm to grow revenue: increase prices or increase the volume of product sold. Rarely can a firm do both simultaneously. Although there are literally hundreds of ways to increase profit by controlling costs and operating expenses, the revenue side has only two variables—one being price and the other being heavily influenced by price.
A second reason that firms become enamored with pricing is that it is the easiest of all marketing variables to change. Although changing the product and its distribution or promotion can take months or even years, changes in pricing can be executed immediately in real time. Likewise, product, distribution, or promotion changes can also be quite expensive, especially if research and development (R&D) or production must be rescheduled. Conver ...
Running head: Strategic Analysis 1
Strategic Analysis 8
Wal-Mart Corporation: Strategic Analysis
Name: Michael Carlson
Instructor: Robert Waters
Course: Bus480
Institution: Argosy University Online
Date: Jan 6, 2016
Wal-Mart Corporation: Strategic Analysis
Overview
Wal-Mart Corporation is a leading chain of retail stores in the world. It serves various global markets in the world operating in the United States, Canada, Mexico and other countries in the world. It has its headquarters in Arkansas in the United States from where its global operations are managed. Sam Walton founded Wal-Mart Corporation in the year 1962. It became incorporated as a trading company in the year 1969 and began trading in the New York Stock Market in the year 1972. Wal-Mart has witnessed immense growth due to sound management. It had more than 3,000 stores and 750,000 employees. It had annual revenue of more than $ 100 billion as at the year 2012. Wal-Mart uses different names in the countries it operates. In Mexico it is called Walmex. It is goes by the name ASDA in the Great Britain and Seiyu in the Eastern Asian country of Japan. Wal-Mart also operates in Canada, Brazil, Argentina and Puerto Rico as a wholly owned company. Wal-Mart consumers can also shop Wal-Mart through their easy to access the website (Wal-Mart, 2014).
Mission, Vision and Values
Wal-Mart’s mission statement is “saving people money so they can live better lives”. Wal-Mart’s mission statement influences decision-making and service delivery at all Wal-Mart’s stores. Wal-Mart’s mission statement aligns to its slogan “Save money live better”. The firm executes its mission statement by offering goods to consumers at low prices. The company, however, fails in fulfilling the second component of its mission statement that is enabling people to live better lives. According to Ungar (2013), one of the major criticisms of the mission statement is the low wages it offers to its employees that make it impossible for its employees to make ends meet. People also criticise Wal-Mart due to the low quality imported products it sells to its customers. There have been numerous claims of Wal-Mart selling hazardous products to consumers in some of the stores.
Wal-Mart’s vision is “To be the best retailer in the heart and minds of consumers and employees”. It aspires to become a global leader in the retail sector. Wal-Mart has already succeeded in fulfilling the part of the vision statement that targets global leadership in the retailing industry. Its vision statement points to the hearts and minds of people. Wal-Mart provides an opportunity for its employees and consumers to benefit financially in a bid to win their hearts. Wal-Mart appeals to the hearts of its Employees by giving them an opportunity to earn wages and those of their customers by enabling them save money by selling them goods at low prices. (Wal-Mart, 2014)
According to Meeks & Che.
This document provides an in-depth analysis of Walmart's global strategic management and electronic distribution strategies. It discusses Walmart's history since being founded in 1962, outlines its external and internal environments, and analyzes its business level, corporate level, international, and digital business strategies. The document also examines Walmart's strategic implementation approaches, including strategic control, governance, organizational design, leadership, innovation, and new ventures. It proposes alternative solutions to Walmart's challenges and makes recommendations.
Walmart's core competencies include its cost-efficient culture and low-cost operations. Its culture emphasizes low prices, good customer service and efficiency. It also focuses on low overhead costs and large sales volumes, allowing it to price goods lower than competitors. Walmart's global distribution network of 146 centers also helps reduce transportation costs.
Walmart's core competencies include its cost-focused culture, low-cost operations through large sales volumes and small town expansion, and efficient distribution network. Its culture emphasizes low prices, customer service and community involvement. Through large sales volumes, it gains profits with low margins, giving it a cost advantage over competitors. Its distribution network reduces transportation costs through short delivery distances between its many warehouses and stores.
Similar to Key account retail strategy for FMCG Company (20)
1. 1
“It’s a win-win game”
Key account retail strategy for FMCG Company.
By Vincent T. ZHAO
Nov, 2014
2. 2
Index
Main Purpose of the Project..............................................................................................03
Background...........................................................................................................................03
Define the Problem..............................................................................................................04
Place (Space in the Hyper Market)..................................................................................05
Price ..............................................................................................................................................09
Product .......................................................................................................................................11
Promotion....................................................................................................................................13
Win-Win Game .........................................................................................................................14
3. 3
Main Purpose of This Project
Since the modern trade of retail business is highly professional and the relationship of the supplier,
the retailer and the consumer is very complicated and sensitive. For the FMCG companies, it is
difficult to fulfill the powerful retailer especially the world scaled companies such as Wal-Mart,
Carrefour and Tesco. This Project is on the purpose of determining a better cooperation form for
the retailers and the FMCG suppliers on hypermarket channel.
Background
A FMCG (Fast Moving Consumer Goods) Company is aiming at providing high turnover products
to the consumers which are at relatively low cost. A multi-company always has its own production
line and product research center. That could be defined as an industrial company. When the
product are produced to meet the market, A FMCG company need various channel such as the
general trade channel, e-channel, modern channel and so force to do the distribution. For the
platform choosing, A transnational FMCG company that has long production line will have all the
possible channels to obtain as much the market share as possible.
When those FMCG companies build their channels in the market, they tend to choose modern
trade retailers as one of their most important channel. The reason is that big retailer companies
such as Wal-Mart and Carrefour. Why choosing those world’s largest retail companies:
-These customer based retailer can offer a good platform to introduce your product and to have a
good sales;
-The big modern trade retailers occupy a very huge market share and have a constant growth over
years;
4. 4
-These retail companies are always in a more stable level comparing to the alternative channels;
-These retail companies are well organized, very skillful for the promotion implement and very
adoptable for the market change;
With the above reasons and the appeal for the high turnover rate, the FMCG companies are no
surprised to build relationship with the huge retail companies.
Define the problem
In the purpose of building long-term cooperate with the big retailers. A FMCG company will build
a reasonable contract and a concrete promotion plan. Some FMCG companies even propose a JBP
1
with the retailers. However, it is always very difficult to achieve a balance between the 2 forces,
since the big retail company has its own fixed sales procedure and cannot be easily changed by the
providers. The high appeal for the profit of the retailers makes them to obtain more not only from
the consumers but the suppliers. There is always conflict between the FMCG companies and
retailers. So for the FMCG companies, how to well cooperate with these retailers and to make
more profit, and what attributes are the contradictions that have to be resolved? We will focus on
the 4 majority aspects, determine the what the real conflicts are and see how to resolve them. And
we will select an international hyper market (Wal-Mart) and a worldwide FMCG company
(NESTLE) as an example.
1
Joint Business Plan
5. 5
Place (Space in the Hyper Market)
Wal-Mart has 2 kinds of outlet, the hyper market and the CC (Cash and Carry) outlet, both can
offer the display space for all the products in Nestle. The display form includes main shelf display,
the secondary display and theme activity outdoor or indoor space.
Let’s take the most important display, the main shelf display for the example. The way that Nestle
wants is to highlight the brand. For Nestle, the rule is to concentrate all the related product
together to highlight the variability of the brand, and also place the new product in the eyesight
level to get high visibility level.
However, for the Wal-Mart, it has its own principle of display, the principle includes 3 procedures,
let’s take coffee main shelf as an example:
Need tree fabric: According to the potential need of the consumer, Wal-Mart divide the coffee
and related product that could be put in one shelf into 6 main categories (Table2)
Table 2
Build T.O.S.M%2
.( sheet: According to this sheet, Wal-Mart can see the margin contribution of
this brand in the department, and Wal-Mart can evaluate the total number of the layout for coffee
2
Total Sales and Margin%
cube sugar
coffee mate Weight:
gift box Weight
sugar small bag
box
mixed coffee box
box
instant coffee bottle
636 coffee roasting coffee bottle
6. 6
brand. From table3, we can see that coffee category can generate 4.88% of the total sales in the
department and the net profit is 20.91%. This brand belongs to high margin contribution category,
so the total No. of the shelves in the department is 80, coffee could at least occupy 4 sets of the
shelves.
Table3
Build the layout simulation according to the category and the total area of coffee brand. And the
simulation must also follow the principle that in horizontal direction, the product should be
displayed from the low price to high price, and in the vertical direction, the product should be
displayed by the packed size.
It is easy to find out that for Wal-Mart, when it designs the main shelf layout. It doesn’t take the
brand issue into consideration at all. While for Nestle, the brand highlight is very important,
from table4, we can see the immense different in display guide of the 2 companies.
7. 7
Table 4
How to resolve this conflict, first thing need to be clarified that Wal-Mart is not aiming at weaken
the brand influence, any negotiation regarding the Wal-Mart display principle adjustment is not
practical. The only way to solve the problem for a Nestle is to understand the Wal-Mart
calculation method for every single product and fade area of the display principle. It is true that
Wal-Mart display the product by the price and the pack size, Nestle could focus on the
EYESIGHT level of the shelf. To be specific, Nestle could occupy the eyesight level of the shelf
while not jeopardizing the display principle of Wal-Mart. Meanwhile it is a common sense that a
hyper market will display the products that have most margin or the sales in the eyesight. For a
domain coffee provider, Nestle could negotiate with Wal-Mart for a balanced main shelf
display(Table5).
Wal-Mart Nestle
8. 8
Table 5
The same principle also could apply to the secondary display and the theme activity space, Nestle
could fix a appropriate negotiation method to fulfill its demand without breaking the principle of
Wal-Mart display.
9. 9
Price
Both Nestle and Wal-Mart want to have the on shelf price fixing right. However, Wal-Mart has its
own price mechanic neglecting any suggestion from the FMCG companies. It is the truth that the
2 types of the companies base their price on the consumer to obtain the profit and the market share,
the concerns of them are totally different.
Wal-Mart’s price mechanic mainly bases on the competitors’ price in catchments area. According
to the price survey, Wal-Mart will fix a competitive price. Sometimes the products have a negative
margin. However, Wal-Mart will also put that price in the label to maintain the competitive power.
It seems unreasonable for a margin appealed company. The reason is that Wal-Mart has different
margin resource. For Wal-Mart:
Net Margin = Sales Margin + Management Margin – Markdown + Inventory adjustment
We can only calculate the sales margin via turnover in the cashier. The management margin
always consist over 50% of the net margin which involves the marketing fee sponsored by the
providers, yearly debate and other bottom line, so for Wal-Mart, it is reasonable to low the price
according to a price survey or even a price strategy.
Nestle is responsible for its overall profit, the company could only obtain profit from its product
margin, so it cannot respond to every negative margin price spring from Wal-Mart price strategy.
When it is difficult to make up to the margin loss of Wal-Mart, the conflict appears.
Another thing need to be mentioned is that for the new product, Nestle tend to maintain a
comparable high price following the product life cycle, however, for Wal-Mart, there is no concept
in new product launch, every item is evaluated by the sales volume and the gross profit. That’s
another conflict that must be resolved.
10. 10
For the price issue, it is easy to resolve the conflict if each could understand the other’s price
strategy. There is some alternatives that could be used to solve the problem.
To help Wal-Mart to maintain the competition power, Nestle could build an additional fund from
marketing fee to support the low price. However, there are some assumptions:
-The amount of support is fixed at the beginning of a financial year, Wal-Mart must take the
surpassed part if it always response to the price survey.
-In return for such support, Wal-Mart has to allow Nestle to set the new product price for the first
3 months without any price survey on those items.
This kind of terms always appears in the yearly contract between the FMCG companies and the
Retailers. It's a win-win term that could be easily accepted by the both. The only thing giving rise
to the conflict is the understanding level to each other’s price strategy to the consumer.
11. 11
Product
When it comes to the product, there are always two problems between Wal-Mart and Nestle, the
inventory control and the elimination of the product.
For a FMCG company, the inventory of the retailer’s stores respects the turnover ability of the
company. Sufficient inventory of the product will fulfill any promotion requirement and
unpredictable sales such as bulk purchase and whole sales, and the OOS3
is not tolerant for a
FMCG company. Nestle will also know that there is a linear relationship between the inventory
and the sales, Table 6 shows the off-take and the stock in one Wal-Mart outlet in 2013.
Table 6
However, for Wal-Mart, it is very important to control the order and the inventory, there are some
concerns:
Time and energy saving;
Less return of the goods and inventory loss because of the expiration date.
Efficient warehouse management;
More cash flow;
3
Out of Stock
12. 12
For a transnational such as Wal-Mart, the cash flow is very important for the investment. The
calculation of ordering pool is as below:
Order Quantity Proposal = DMS4
x (Order Cycle + Deliver Cycle + 7 x (Cycle – 1)) +
Safety stock – on the way stock.
It is easy to find that the order quantity is restricted by the above function, the system could not be
changed. However, Nestle could also balance the proposal quantity via changing the changeable
coefficient such as daily mean sales and safety stock. These two functions interact with each other
and could be changed if appropriate promotion plan is well implemented.
If Nestle wants the inventory days to cover at least 30 days. It could enhance the sales with
Wal-Mart and try to define the safety stock through negotiation.
The other conflict is the elimination of the product. There is a principle of Wal-Mart’s product
management called limited volume of unlimited items. That means for a department in Wal-Mart,
the quantity of the items is limited. It's a method that can maintain the good quality with the
procedure of eliminating the products with bad sales performance. However, for Nestle, the
variety of the product is very important, even more important than the sales to some extent. Nestle
also cannot assure that none of the products is in the elimination list because of its long production
line.
The method the resolve this conflict is to have a clear product strategy for both, for Wal-Mart, it is
true to have a high quality of products. However the balance of each category is also important.
For Nestle, if some of your products are on the elimination list, first try to identify whether to
make the product off shelf. Nestle could combine the product life cycle and the average sales to
4
Daily mean sale
13. 13
make the decision. The lost from the over shelf life and the variability appeal could be balanced.
Promotion
Normally Nestle and Wal-Mart will have the annul promotion plan separately. However, since the
time table varies from each other, the resource cannot match every time. For example, the
Wal-Mart need to launch a seasonal activity in Feb. and ask for an out-door show, while Nestle do
not have promotion plan then and marketing fee. For another example, Nestle want to launch a
baby fair in Mar. However, Wal-Mart has no secondary display for the fair. The unmatched
promotion scheme generate inefficient executive for both company.
Wal-Mart has a comparable fixed promotion plan as below. Nestle could get the information and
adjust its own promotion plan correspondingly.
Regular festival promotion (CNY, MAF)
DM for every promotion cycle
Seasonal Promotion
Theme Promotion (anniversary)
For the DM plan, Nestle can only get the information 20days in advance, for the other promotion
plan, Nestle could get to know it at the beginning of the financial year.
Also, Nestle has the regular promotion plans that can be adjusted to fit the promotion plan of the
Wal-Mart. And Wal-Mart will be pleased to offer additional support for Nestle promotion time
table and new product launch.
14. 14
“It’s a win-win game”
After the concrete analysis of the conflicts between the two companies, we can draw the
conclusion that on the basis of understanding each other’s marketing strategy, the Nestle and
Wal-Mart can play a win-win game. I propose a new JBP (Joint business plan) with all the content
involved to achieve the goal.
The related method can also be expanded to the other retail companies, and also be applied in
alternative channels.
In this case, I have learned much about the game theory, I found that many conflict in the market,
no matter between the consumer and the company or between the companies themselves, rises
from the misunderstanding, so the information will help a company get more opportunity