CONSUMER-CENTRIC CATEGORY MANAGEMENT 以消费者为中心的分类管理：如何根据消费者需求按类别管理增加盈利 115盘 下载 pdf txt 电子版 mobi snb docx

In some parts of the world, especially in developing markets, category management today remains a stretch goal – a new idea full of untapped potential. In other areas, the original eight-step process that emerged in the late 1980’s forms the foundation of many companies’ approach to category management. In still others, particularly in developed countries like the U.S., the U.K., and others, refinements are being made-most of them designed to place consumer understanding front and center.

New ideas are emerging–from “trip management” to “aisle management” to“customer management.” Whether a new de*or emerges to replace ”category management” is yet to be seen. Even if that does happen, what won’t change is the overall objective–to help retailers and their manufacturer partners succeed by offering the right selection of products that are marketed and merchandised based on a complete understanding of the consumers they are committed to serving.

This book, which explores both the state of and the state-of-the-art in category management, is for everyone with a vested interest in category management. It can serve such a broad audience because category management is about bringing a structured process to how executives think and make decisions about their businesses, no matter what information and information technology they have access to.

Chapter 0：Introduction—Why Category Management Is More Important Than Ever

PART Ⅰ：IN THE BEGINNING—THE PURPOSE OF CATEGORY MANAGEMENT

Chapter 1：The Evolution of Category Management and the New State of the Art

Chapter 2：Category Management Begins with the Retailer’s Strategy

PART Ⅱ：THE EIGHT FOUNDATIONAL STEPS OF CATEGORY MANAGEMENT

Chapter 3：Step One：Define the Category Based on the Needs of Your Target Market

Chapter 4：Step Two：Assign a Role to the Category That Best Supports the Retailer’s Strategy

Chapter 5：Step Three：Assess the Category to Find Opportunities for Improvement.

Chapter 6：Step Four：Set Performance Targets and Measure Progress with a Category Scorecard

Chapter 7：Step Five：Create a Marketing Strategy for the Category

Chapter 8：Step Six：Choose Tactics for Category Assortment, Pricing, Promotion, Merchandising, and Supply Chain Management

Chapter 9：Step Seven：Roll Out the Plan

Chapter 10：Step Eight：Review the Category’s Performance Regularly and Make Adjustments as Needed

Chapter 11：Bringing the Consumer into Category Management—A New Take on the Eight Steps

PARTⅢ：CATEGORY MANAGEMENT SUCCESS STORIES

Chapter 12：General Mills—Going Beyond the Categories

Chapter 13：Big Y—Focusing on Implementation

Chapter 14：SUPERVALU—The Last Three Feet of Category Management

Chapter 15：CROSSMARK—Just the Facts

Chapter 16：Acosta—Multiplying the Impact of Category Management

Chapter 17：Chiquita—Extending Category Management to Perishables

Chapter 18：The Hershey Company—Linking Consumer Insights and Customer Strategy.

Chapter 19：Miller Brewing—Tapping Category Management for Competitive Advantage

Chapter 20：Hewlett-Packard—Taking Category Management beyond Traditional CPG

PART Ⅳ：THE WAY FORWARD

Chapter 21：Lessons Learned from the Real World

Chapter 22：Proactive Category Management （Shan Kumar）

Chapter 23：Linking Category Management and Loyalty Marketing （Glenn Hausfater）

Chapter 24：The New Category Management Emerges （Dirk Seifert）

Acknowledgments

Index

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作者介绍：

　　ACNielsen, a VNU business, is the world's leading marketing information provider. Offering services in more than 100 coun-tries, the unit provides measurement and analysis of marketplace dynamics and consumer attitudes and behavior

书籍介绍

In some parts of the world, especially in developing markets, category management today remains a stretch goal – a new idea full of untapped potential. In other areas, the original eight-step process that emerged in the late 1980’s forms the foundation of many companies’ approach to category management. In still others, particularly in developed countries like the U.S., the U.K., and others, refinements are being made – most of them designed to place consumer understanding front and center. New ideas are emerging – from "trip management" to "aisle management" to "customer management." Whether a new descriptor emerges to replace "category management" is yet to be seen. Even if that does happen, what won’t change is the overall objective – to help retailers and their manufacturer partners succeed by offering the right selection of products that are marketed and merchandised based on a complete understanding of the consumers they are committed to serving. This book, which explores both the state of and the state-of-the-art in category management, is for everyone with a vested interest in category management. It can serve such a broad audience because category management is about bringing a structured process to how executives think and make decisions about their businesses, no matter what information and information technology they have access to.