catman in processed meat category (fmcg)
TRANSCRIPT
CATMAN in processed meat
category
Dušan Nochta
27.4.2016
European Retail Summit
MECOM GROUP
Market leader (Mecom brands almost ¼ of market)
70% is sold via deli counter and 30% via shelf
3 biggest categories Hot Dog, Dry and Ham are 72%
2 plants in Humenné and Lučenec
950 employees
645 active SKU
20 NPD annually
Part of CARNIBONA GROUP
What is different compared with other FMCG segments?
Shower gel – Nivea, Balea, Adidas, Old spice,... Chocolate yoghurt – Zvolenský, Jogobella, Rajo
What´s common for them? You´re consciously buying a „brand“.
Pork frankfurter – Spišské, Viedenské, Bratislavské, ...
You´re buying the product, the brand doesn´t matter! Products with same name are produced by 5 or more producers while they can be different in meat content .
CDT in our segment
• Meat product? YES!
• Deli counter or Shelf (packed)?
• Category – ham, hot dog, salami, bacon, sausage, pate, ...
• Sub-category – meat kind, meat content, taste, volume, shape,...
• Brand vs Price sensitivity (Eco, Middle, Premium)
Our tools for CATMAN
Internal data about almost ¼ of volume in country
Quantitative data from GFK and Dunnhumby
Internal Ad-hoc research from market
Strong commercial team (sales, mkt, tm, npd)
Ad-hoc qualitative surveys
Part of holding
What is important before starting CATMAN?
Strong position in retail chain and regular communication (sales - purchase)
Reason and limits of retail chain
Do we have enough data and human resources?
How much time do we have?
Who is responsible for the project on both sides?
Our recipe for CATMAN or how we do it
At the beginning we need: Actual situation in the chain + competitors (SKU details) Market trends in time (sub/categories) Common data about shoppers and their shopping habits in the category Customer decission tree Goal what we want to achieve Time plan with milestones
Execution: Hard work, analyses, overworks, crucial discussions and proposals
Conclusion: Result has to be WIN-WIN-WIN for everybody. Consumer should feel comfortable in the category after changes and percieve the benefits
Ideal output
One page summary + extensive back up with analyses
Kill list – actual low performer SKUs, too many similar products in small subcategories,
New list – inovations, SKUs in growing subcategories, substitutions to competitors products,
Ideally to have alternative products to all competitors „best sellers“
Each change should be supported with data and logic arguments
Evaluation
After 6/12 months
Number of SKU (best sellers)
Growth sold volume and value
Rise of market share
Instore visibility (if the proposal included)
Effective usage of limited shopping space
What we do different in our marketing service?
Inspire and educate
Ask feedback and reward
Qualitative & quantitative analyses help
Inovate however sometimes enough to look around
Communicate „HOW“, not only „WHAT“ – UX
