TCP Examples

NCBP
Glendinning Management Consultants 2007
There are many formats of Tea in the Market ...
Leaf Tea
Loose Leaf Tea
Teabag
Functional Tea
Milk Tea
Ice Tea
Ready to Drink Tea
But what Manufacturers call Tea is different
from The Consumer & Shoppers perspective of Tea
Modern Tea Drunk Everyday In Home and Office
RTD Tea
Loose Tea
Pack Leaf Tea
Tea Bag
Functional Tea
Tea Powder
Milk Tea
Ice Tea
RTD/Soft
Drinks/
On-the-Go
Category
Tea Category
Instant Powder
Drinks
Everyday Tea is the Bulk of the Business ...

Everyday Modern Tea is Growing the Tea Category !
+9%Value Growth
Tea
Functional Tea
1%
+6%
Everyday Tea
85% Value Share
+11% Value Growth
Everyday
Traditional Tea
54%
-1%
Green
36%
Jasmine
32%
Herbal
23%
Gifting Tea
14%
-1%
Everyday
Modern Tea
46%
+25% Value Growth
Other
9%
Vitality
68%
H & WB
26%
Foreign S
5%
Source: Nielsen RA MATNov 2005
Other
1%
TCP
Glendinning Management Consultants 2007
Step1: A Shelf Lay Out In Line With The Consumer

Decision Making Tree
Everyday Tea
Function
Tea
Everyday Modern
Everyday Traditional
Gifting
Tea
Step2: Allocating the Right Space

for Segments, Brands and Skus
Reflecting the Future and not the Past

by taking into account the Growth Trend
F Tea
Func
Tea
Everyday Tea
Ev Mod Health &

Wellbeing
Ev Mod
Ev Mod Vitality
Foreign
Black Tea
Tea
Ev Mod Other
Ev Mod Vitality
Green Tea
Gifting Tea
Ev Trad Green leaf

tea
Ev Trad herbal tea Gifting Tea
Shelf Execution Option:

---Essential Shelf Package
Tea Shelf Old
Tea Shelf New
Step 3: Simplifying the Range to Create More Value ...
By Cutting the Tail

and Allocating More Space to Best-Runners
Create
more space
for best skus
Tea Cumulative Value by sku within Hyper
120
100
80
Cut the Tail
60
40
20
0
1
15
29
43
57
71
85
99 113 127 141 155 169 183 197
Source: AcNielsen Retail Audit &

Store Audit
Step 4: Making it Easier to Buy By Using

Merchandising Material Linked Back to the Drivers
Link to
Function
al Driver
Highlight Health &

Wellbeing
Using Office Images to link

Everyday Modern Tea to the
Office occasion
Using Segment Dividers to Make it Easy to Buy

& Encourage Trading Up
Link to
Gifting
Driver
We Successfully Sold In Our Recommendations At 57 Customers
GMS
And Implemented
In 432 Stores Across China
Before The Project
Wrong shelf-layout
Products in wrong categories
Wrong Space Allocation
Wrong Range
Difficult to Shop
Lots of Out Of Stocks and lost sales
Frustrated shoppers,
After Implementation
More Sales
More Profit
Less Skus
Less Inventory Cost
Category performance
35%
Category Sales Value Growth Rate %
32%
35%
30%
30%
25%
25%
20%
20%
15%
15%
10%
9%
8%
5%
0%
0%
250
Y06 CATMAN
Customers
SKU Number
350
300
Y06 TTL Market
28%
10%
5%
Y05 TTL Market
Customer Category Profit Growth Rate %
3%
Before Project
120
Customer Inventory Level

103
297
After Project
- Days of Stock
100
230
80
200
60
150
100
42
40
50
20
Modern Tea DrunkBefore

Everyday
ProjectIn Home and Office
After Project
Before Project
After Project
Lipton performance
160%
Lipton Sales Value Growth Rate % 150%
160%
140%
140%
120%
120%
75%
80%
54%
60%
60%
40%
40%
20%
20%
0%
0%
Y05 TTL Market
40%
Y06 TTL Market
Lipton Value Share within Customer %

36%
46%
Before Project
Y06 CATMAN
Customers
35%
After Project
Lipton Share of Space %

31%
30%
35%
30%
Lipton Profit Growth Rate in Customer%

145%
100%
100%
80%
More Sales
More Profit
Bigger Market share
Triple Shelf space
28%
25%
20%
25%
20%
15%
15%
10%
5%
0%
Modern Tea Drunk

Everyday In Home andAfter
Office
Before Project
Project
11%
10%
5%
0%
Before Project
After Project
What Is A Category Value Driver?
A consumer or shopper-led motivator for

consumption or purchase that will be responsible
for a step-change in category growth
These will be derived from grouping Big Ideas and Opportunities
together which have a similar or common thread.
18
Category Value Drivers

Category Value Drivers:
A Category Value Driver is not a Driver unless it meets either New
or Existing Needs better than today
Otherwise it is a Quick Win
Therefore a Category Value Driver is a relatively long term initiative

A Category Value Driver is Quantified and reflected in the Category
Vision and Objectives
Likely to drive an increase in:
Penetration
Occasions
Frequency
Weight
19
The Drivers Can Be Expected To Positively

Influence Behaviour
Sustainable, Profitable Demand Growth
Bigger Share of a Bigger Market
Penetration
Frequency
Occasions
Weight
Meaningful Positive Change in Behaviour
Consumption Behaviour
Purchase Behaviour
Consumers
Shoppers
20
Understanding And Harnessing Value

Drivers Represents Industry Best Practice
Coca-Colas
recently published
six key drivers
21
Category Vision & Drivers Bad Example

Tissue Category
Drive consumption
on new usage
occasions
Category = 9.4M
Regionality Category = 1.6M
Tailored account
space, ranging &
promotions
Category = 0.8M
Drive OOH
consumption and
shopper
availability
Category
= 25.0M
Category
Drivers
Drive medicinal
Category =
2.8M
3 year target value

Category Growth = 59.1M
NEW user
penetration
Promotions in season
protect share;
promotions out of
season grow category
Category
= 3.5M
Seven category value drivers:

Taken from the Category
Assessment
Have the Consumer and
Shopper at the heart of the
Drivers
Identifies several directional
thrusts for Sales & Marketing
plans
Occasion Based Drivers

POP based Drivers
Regionality Drivers
Direct Input into the National

Category Strategy
Internally and Externally
communicated
22
Two routes to
National Category
Value Drivers
Do this first!
1
Validate / challenge
existing Value Drivers
(from previous work,
Regional Cat Strats etc)
Value Drivers from Regional/Global

Cat Strat
Value Drivers from previous work /
previous NCBP
Value Drivers worked on by
adjacent categories within Unilever
Objectively challenge vs. Value
Driver checklists
Make them relevant to your national
category, using the description
format on page 20 of this deck
2
Develop new / additional
Value Drivers
Use the Collision Tool approach
See following pages for guidance
Collision Tool
Helps us to look at how
macro trends are affecting
and will affect our category
Collision
Tool
Getting to great Value Drivers requires us to bring together macro

trends and our observations of issues and opportunities within the
category
Macro Trends
Political
Economic
Social
Technological
Legal/Regulatory
Environmental
Category Issues & Opportunities

Answers to Category Killer Questions:
Category Winners & Losers (sales/share)
Shopper/buying behaviours & attitudes
Consumption behaviours & attitudes
6P Detective Root Issues & Opportunities
Other perspectives
Collision Tool
Helps us to look at how
macro trends are affecting
and will affect the
development of our category
Draft Category Specific

Value Drivers
Collision
Tool
Macro Trends
Hispanic
population
growth (+43%
per annum)
Ageing
population /
wealthy
baby
boomers
Experiential
society: turning
the ordinary
into something
special
Good for me:

pursuit of
physical,
emotional &
spiritual
wellbeing
Good for the

world:
environ-mental
consciousness
Solutions for
individuals:
custom
solutions that
let me express
my identity
Potential
Value
Drivers
Category Issues & Opportunities
33% CAGR of J&Js Aveeno

(naturals) brand
Sig lower daily hair care
penetration & usage over age of
50: not changing YOY
Double digit growth for salonstyle products
Look like a
Movie Star
Hair problems persist (7.6

problems per woman!) women
dont feel they are being solved
Problemobsessed
Shelf clutter: 486 DHC SKUs on

the average shelf
Simplify &
Clarify
Hispanics have specific hair care

needs (hair fall, anti-sponge),
not well met by market
Men spend 60% less on daily hair
care than women
Lower penetration of
conditioners than Euro markets
Look like a
Movie Star
Double-digit growth of styling

aids
Potential
Value Drivers
Hispanics
Keeping
older hair
looking
young
Naturals/
organics
Environmental
Male
grooming
So how do you identify the Category Drivers?
2.Trend/Vision Scan
1.Category Audit
Issues / Opportunities
3.Value Driver
4.(Quantified)
26
Category Audit
1. Define & segment the category
2. Portfolio analysis
3. Unilever performance vs. key competitors and
underlying drivers in the category
4. Understand underlying drivers of performance
Issues & Opportunities

27
Challenge
Identify Big Issues & opportunities
Consider what the key factors are which will affect
local market
What are the key issues/opportunities to attract new

users to the category
What are the key issues/opportunities to existing
users using more on each consumption occasion or to
create new consumption occasions
28
Annual income in China is growing and very likely to

accelerate in growth
Per Capita Annual Income
The gap between Urban and Rural

income is still big (x3)
RMB
5000
and
4500
4000
Rural population represents 60 % of

total population.
3500
3000
2500
2000
1500
1000
500
Population
60%
0
1978 1980 1985 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002
2002
Population
40%
RMB
9000
7703
8000
7000
6000
5000
4000
3000
2476
2000
1000
0
Rural
Urban
Percapita Annual Income
29
In China Hair is an important aspect of personal care and beauty

Majority of Chinese people enjoy washing their hair
Role of Hair in Life:
What contributes to Attractiveness
?
MALE
FEMALE
Attitude towards washing Hair
60
Facial featrs
51
Figure
Char, behvr
58
Facial featrs
45
Figure
41
50
Char, behvr
32
Skin on face
80%
31
29
33
61
62
60
Total
Female
Male
60%
Cln shaven
26
40%
Hair
25
20%
0%
Smile
30
Fashn/clths/accries
24
Fashn/clths/accries
29
Smile
24
Hair
28
Facial hair
18
Skin on face
17
It's sth I really enjoy
It's just a routine
It's a bit of a chore
11
Condn/whtnss - tth
Condn/whtnss - tth
Make-up
Prfume, fragrnce
100%
13
Cln smell
Fragrnce
9
2
Hair scores in Top 5 to 10 on
Today households spend 6 % of

their income on PC products
items of attractiveness
30
As Expenditure on Shampoo has been growing steadily and

China becomes richer, there is still a lot of potential to grow
Shampoo further
+14%
Average Annual Spend On The Category
107.1
100.8
101.5
97.4
94.3
2002
2003
2004
2005
MAT06
31
The Shampoo category growth has been driven by an

increase in spend and packs per occasion (penetration
rather flat and frequency negative)
2000
2001
2002
2003
2004
2005
MAT06
+/MAT06
vs. 2000
Category Value
(Mil.RMB)
1238
1221
1171
1261
1331
1361
1447
+16.9%
% Users/House-holds
Buying
93.2
92
92.3
94.7
95.1
94.8
94.8
+1.6
Category Annual
Spend
104
100.2
94.3
97.4
100.8
101.5
107.1
+3.0%
Frequency Of
Purchase In A Year
4.5
4.4
4.3
4.4
4.4
4.3
4.3
-4.4%
Spend Per Occasion
23.2
22.9
22.1
22
22.7
23.5
24.8
+6.9%
Packs Per Occasion

(Liter)
0.383
0.387
0.398
0.413
0.428
0.444
0.46
+20.1%
TTL 10 Cities
32
P&G Shampoo
Rejoice Daily: 9.9 (50/L) Rejoice Essence: 13.5 (68/L)

Clairol Herbal Essence: 13.8 (79/L)
Pantene: 16.8 (84/L)
H&S: 18.4 (92/L)
VS: 20.6 (103/L)

33
2.Trend/Vision Scan
1.Category Audit
3.Value Driver
4.(Quantified)
34
Trends / Vision Scan

Future looking scan of trends:
Consumer
Industry
Competitor
Customer
Trends / Vision Scan input available from CMI/ CI
CMI will present:

GLOBAL Trends from Cat Strat
LOCAL Trends from Audit
35
Trends / Vision Scan Example

The world is ageing
median age
all regions are ageing, though from different

starting points
40
Europe and Japan are leading the way
but Latin America is actually ageing faster

than Europe
30
20
10
Africa
Asia
Europe
2000
2010
L America
N America
2020
Implications
share of young adults (15-24) % of population
Africa
20
LA / Caribbean
World
Asia
15
shifting consumption patterns
exploding health and pension costs
shrinking workforces in Europe and Japan
migration of jobs to labour-rich countries
Possible discontinuities
North America
Europe
10
2000
2005
2010
2015
2020
longevity stops rising / turns around due to

obesity induced illnesses, AIDS, pandemics, drug
resistant bugs
dramatic increases in migration into Europe
reversal of decline in fertility in Europe / Japan
36
Consumer trends
Experiential society:
Anything goes:
I want to enrich my life with

experiences - to replace the
mundane with excitement and
luxury, and to escape from the
daily pressures. Help me get the
most out of life.
As the boundaries of identity,

lifestage and family structure
continue to shift, Im free to do
and behave as I want without the
constraints of my age or gender.
Solutions for Individuals:
Health and wellness:
Im special and different give

me custom- made solutions that
let me express my identity.
Getting connected:
In a fragmenting society, I still
need to belong. I want new, fast,
convenient and trendy ways of
connecting to my real and virtual
worlds.
Freedom from illness is no longer

enough. I want physical,
emotional, and spiritual wellbeing
for me and my family. Help me
take control of my health (but still
indulge occasionally in things that
are bad for me!).
Securing a better world:

I care about my world, my society,
my environment I worry about
my safety, security and privacy.
Instant availability:
Trading up, trading down:
As my life gets more complex, I

want ways to make the most of
my time to pack more into my
day, and to spend time on the
things I want to do, now.
Spending less on undifferentiated

products and services so that I
can spend more on those that
excite me - but no compromise on
quality.
37
Key Trends Food & Beverage
38
Looking at other Countries we can predict Chinese consumers

Hair needs will further evolve towards those of more mature
markets
Consumer Evolution in the Hair Care Market
GROWTH DRIVERS
Awareness (Marketers).
Affordability.
Adjacency (e.g. LATAM, EE)
HAIR IS STRONG
BEAUTY DRIVERAdjuncts come in a
big way
THAILAND,
PHILIPPINES
HIGHER ORDER
NEEDSOther specific
problems & RO
Conditioners come in
a big way
WESTERN EUROPE,
US, LATAM
CHINA IS HERE
CORE PROBLEM
SOLUTION
Normally, Dandruff
as it is a source of
embarrassment
INDIA, SRI LANKA

BASIC CLEANSINGMove away from
surrogateSEGMENT
products
1
to Shampoo
SIZE: 31%
KEY MARKET IMPLICATIONS

Shampoos and Conditioners
get differentiated on needs.
System Usage strong.
39
Today Basic Clean is still the biggest segment of Shampoo in

China. Basic Clean is also the only declining segment
Value Share Trends within Total Shampoo

+520%
+11%
30%
-4%
28%
+17%
28%
25%
+15%
+18%
21%
18%
20%
15%
10%
5%
4%
2%
0%
Medical
AD
DHB Basic
DHB
Clean
Advanced
Beauty
Repair
Beauty
Fashion &
Style
Source: AC Nielsen 04- 06

40
Within Basic Clean, we can see that trading up is already going on

Volume Share by Price Range within Basic Clean
+9%
70%
60%
50%
40%
30%
20%
10%
0%
66.5%
60.9%
-11%
MAT04
28.6%
25.5%
-24%
MAT06
10.5% 8.0%
RMB 0~40
RMB 40-50
RMB >50
>Products priced between 40-50 Rmb are the biggest price segment within Basic Clean and
growing over the last 3 years.
>Lower priced products are declining because trading up to the mid segment within Basic Clean
and higher priced products (>50 Rmb) are capable to trade up to higher value segments outside
Basic Clean
Source: AC Nielsen 04-06
41
The market in China is shifting: Basic Clean users are

already trading up to higher value brands and segments
350,000.0
300,000.0
250,000.0
200,000.0
150,000.0
100,000.0
50,000.0
M
ay
2
Ju 003
l
S 200
ep 3
2
N 00
ov 3
2
Ja 00
n 3
2
M 00
ar 4
M 200
ay 4
2
Ju 004
l
S 200
ep 4
2
N 00
ov 4
2
Ja 00
n 4
2
M 00
ar 5
M 200
ay 5
2
Ju 005
l
S 200
ep 5
2
N 00
ov 5
2
Ja 00
n 5
2
M 00
ar 6
M 200
ay 6
20
06
0.0
Medical
AD
DHB Basic Clean
DHB Adv Beauty
Repair Beauty
F&S

42
Looking at the growth trend of different segments we

can see that today Chinese consumers are willing to
pay for different product benefits
Segment
Value
- 4%
+17%
+15%
+520%
+11%
+18%
Growth

43
Oral-B
Manual toothbrush
44
2.Trend/Vision Scan
1.Category Audit
3.Value Driver
4.(Quantified)
45
Value Drivers =
Emerging Needs
46
Combine and cluster I&O with Trends
Value Driver
Issues
Issues
Trends
Value Driver
Opportunities
Opportunities
Value Driver
Issues
Value Driver
47
10 BIG Opportunities for Hair in China
48
Options Mapping based on Size of the Price & Ease of

implementation
Long Term Prize
Priority
Grow per capita

consumption of shampoo
by increase frequency BR
Small Super
LWF
High
POP
Communication
Revolution BR
Conditioner AH
Promotion & Pricing

Optimization HG
Hard
Get people who

have AD problems
to use specialized
AD shampoos BR
Grow emerging/potential
segment by increasing
penetration of medical &
fashion style segment FJ
Easy
Trade up basic
clean user to higher
value brands in
segment or across
segments BR
Male Range
AH
Dont Do
Kids Range FJ
Lo
Red: Responsible person
Quick Win
49
Selected Drivers
Dandruff & Hair Loss
Problem Solutions
More
Shampoo
More Often
Small Super
Market Solutions
Hair Regime
8 CATEGORY
GROWTH DRIVERS
Trading Up
Optimize POP
Made for
me
Fashion & Style
50
How do we write it? (1) The Headline
Short, no redundant words
Hair Care
solutions for male
metrosexuals
Male grooming
[Hair]
Simple, no jargon
Increase FOP
amongst LSMs 1-2
Consumption
amongst low
income groups
[Laundry]
Specific and actionable
Working women
Premium Hair
Care regimes
[Hair]
A space to exploit, not an activity or

task
Launch Blues
Products
Good as new
whiteness
[Laundry]
Underpinned by insight
Coloured hair
Self-expression
through colour
[Hair]
Keeping greys at
bay
[Hair]
2.Trend/Vision Scan
1.Category Audit
3.Value Driver
4.(Quantified)
52
Valuation of Category Value Drivers

Can we estimate and then validate the scale of growth from
each Value Driver (seen within context of total Category
growth for customers) in next 2 3 years?
$MM Category Value
PW CATEGORY VALUE DRIVERS
6
12
Advanced
Seniors Benefits for
Women
Anti Age
Kids-only
Products
10
Discount
Products
384
367
2008
Male
Grooming
Value Drivers
2010
53
And We Quantified The Big Idea/Opportunity To

Understand The Size Of The Prize - Example: Trading-Up
54
Category Growth Drivers Definition &

Prioritization
Growth
Driver
Definition
Size
Catego
ry
Size
Unilev
er
Short
Term
H-M-L
Long
term
Priority
H-M-L
1.More
Shampoo
more
Often
Get Consumer to Use more Shampoo more

Often
3.5Bn
0.42bn
2.Hair
Regime
Get More Consumer to use Different Steps

of Conditioning Products More Often
2.6bn
0.8bn
3.Small
Super
Market
Solutions
Dramatically improve the Hair Category

Performance in the Small Supermarket
Channel through better Shopper
Satisfaction
2.6bn
0.52bn
4. Made
for Me
Tailored Hair Wash & Care Solutions

targeting Men, Kids respectively, thereby
creating new market segments
2.2Bn
0.9bn
!!! Note !!!

Made for Me combines 2 big opportunities: Male & Kids
55
Category Growth Drivers Definition &

Prioritization
Growth
Driver
Definition
Size
Categor
y
Size
Unileve
r
Short
Term
H-M-L
Long
Term
Priority
H-M-L
5.Optimize
the POP
Increase Effectiveness of Key POP Activities

(Price & Promotion, Range & Shelf)
and Exploit the POP as Communication &
Education Channel to Drive Category Growth
1.9 Bn
0.95bn
6. Tradingup
Encourage Consumers to Trade Up to higher value

brands within Basic Clean & cross Segments
1.4bn
0.43bn
7. DD and
Hair loss
Solutions
Meet the specific needs of users who have hair

problems such as dandruff and hair loss
1.9bn
0.48bn
8. Fashion &
Style
Capture and Speed Up the trend of emerging

segments as Fashion & Style, which are driven by
increased Hair Coloring & Styling
0.3Bn
0.09bn
!!! Note !!!

DD and Hair loss Solutions combines 2 big opportunities: AD needs and Emerging trend for Medical
solutions
56
Selected Drivers
Dandruff & Hair Loss
Problem Solutions
More
Shampoo
More Often
Small Super
Market Solutions
Hair Regime
8 CATEGORY
GROWTH DRIVERS
9.6Bn RMB
Increm. Sales Growth
for the Hair Category
Trading Up
Optimize POP
Made for
me
Fashion & Style
57
What does an excellent Value Driver look like? - Overall
Significant driver of category growth/decline over next 2-3 years
Clear net/incremental source of value growth or decline wheres the value coming
from?
Objective takes the Category view, not Unilevers view
Nod value - Retailers would recognize it intuitively
Consistent with Unilevers global/regional Value Drivers, as a starting point
& no more than 7 per category!
We Have Identified 7 Drivers To Grow The Tea Category

From 350m To 2.2b RMB (6-fold Increase)
1.7 Billion RMB

(+$211m USD)
Incr. Sales Value
for the Tea
Category
168 M
382 M
457 M
195 M
70 M
349 M
60 M
COFFEE
7 Category Drivers Identified Will Deliever 3.1Bio
Pesos ($60m USD) Over 3 to 5 Years
Drive
consumption
occasions
(2nd cup)
Build the
breakfast
habit (1st cup)
311 Mio
1.500 Bio
Drive Treats for
AB consumers
3.1 Bio
74 Mio
Creamer in
my coffee
527 Mio
Drive growth
of RTS
46 Mio
Decaf Development
and distribution
49 Mio
Value Drivers
Trading Up
(handwash)
Wash Habit
Consumption growing slowest in LSM C, 5kg p.a. gap to LSM

B. Opportunity is to grow consumption, especially from Laundry
Bar users.
Correct
Dosage
Under dosing is prevalent in Auto & Handwash users, thus

poorer wash result. Opportunity to improve wash result &
consumption via correct dosage.
Low Suds
only in
machines
30% of machine HHs are using the wrong powder type. By

using Auto only powders, consumers experience better wash
results and machine care.
More for
Less.
Larger pack sizes (1kg, 2kg, 3kg) increases consumption in

Handwash & Auto consumers. Growing large packs grows the
category.
Specialist
Cleaning
Care
LSM 9-10 lowest involvement with category, but seek

excitement & specialisation. Opportunity to new premium
innovations (liquids & specialised powders).
Driver
2007
Premium Handwash offers enhanced efficacy vs value brands.
Definition
61
WASH HABIT
R40m
LOW SUDS ONLY

(IN MACHINES)
R25m
2007
CORRECT
DOSAGE
R40m
MORE FOR LESS
R10m
Size of opportunity 2008-2010
TRADING UP
R36m
SPECIALIST
CLEANING
R10m
62
SA Fabric Cleaning Building Plan
What Is A Vision?
A long awkward sentence that

management's inability to think clearly.
demonstrates
The first step in developing a Vision Statement is to lock

the managers in a room and have them debate what is
meant by a "Vision Statement" and exactly how it differs
from a "Mission Statement" or a "Business Plan" or
"Objectives".
The debate over the definition of "vision" will end as soon
as the participants become too tired and cranky to enjoy
belittling each other's intelligence. At that point someone
will start suggesting various visions just to get the
meeting over with
(Scott Adams - The Dilbert Principle)
63
Why do we develop a National Category Vision?

Whats its purpose?
Encapsulates a Vision for the category that is mutually

motivating for Unilever and our retail partners
Inspires us to develop the category aggressively, and
helps inspire our retail partners to prioritise working with

us to make the Vision come to life
Creating A Category Vision Should Start With

Inspirational Thinking - Drivers
Inspiration
Anticipation
Past
Today
Future
65
So A Category Vision Has Two Components

1.Category Vision Statement:
Typically a sentence or two of impactful text on how
the category will change for the next three years
2.Category Vision of Growth (Quantification):
Gives the big picture context, providing a natural leadin to the presentation of the Value Driver
The quantified size of prize for the Category, from the
Category Drivers
Implicitly plays to Unilevers competitive advantages
brands, technology, insight etc
66
Vision: Tea-Based Beverages USA
Tea becomes the Biggest, Brightest Growth Category in both Hot and Cold Beverages
with its unmatched ability to combine the inherent natural health benefits of tea,
with limitless possibilities to deliver on great-taste and great experience
We will unlock $XXX dollar Growth comes from all 3 key areas
Increased Usage by existing drinkers taking a greater share of throat as they come to appreciate the real
health benefits
Increase in New Users attracted by the health and taste benefits delivered in relevant formats in
particular a younger generation
Uptrading of Consumers to added value propositions in all segments in the category
With an essential enabler being an instore tea experience that attracts consumers to try and buy more tea .
Checklist for an excellent Category Vision
Simple, clear statement of how the category will change over next 3 years
Defines the role the category will play in consumers and shoppers lives
Defines the role the category will play for retailers
Gives the big picture context, providing a natural lead-in to the
presentation of the Value Drivers
Implicitly plays to Unilevers competitive advantages brands, technology,
insight etc
CORRECT
DOSAGE
WASH HABIT
R40m
R40m
TRADING UP
R36m
Growth Vision
Double the category growth rate with an uncompromising focus on
the best ever cleaning, whiteness & fragrance performance from a
portfolio of South Africas favourite brands allowing people to look
good, feel good and get more out of life.
Category value growth from 4% to 8% in 2009.
Every Household will use +100g more powder by 2009
adding R160m in category value over the next 2 years.
Premium price tier products will increase from 35% of
category volume to 45% by 2009.
LOW SUDS ONLY

(IN MACHINES)
R25m
MORE FOR LESS
R10m
SPECIALIST
CLEANING
R10m
69
Savoury Vision SA
Penetration in LSM B to
new savoury offerings
R82M
Refresh Recipe Variety

R98M
VISION
Be part of one of South Africans meals everyday,
providing naturalness, nutrition and taste to their
families
Get more people to

browse, discover and
choose
R60M
CATEGORY VISION OF GROWTH

Own share of stomach by increasing the category
growth by R443m by 2010 through the 5 value drivers.
This will be brought to life through the increased usage
of branded complex cooking aids in the top 3 South
African dishes using variety, naturalness and nutrition.
Enhance category
perceptions of
naturalness, & nutrition
R90M
Drive penetration of
branded cooking aids in
SAs top dishes
R113M
70
Category Vision Worksheet Market / Cluster

Market:_____________
Category:______________
Category
Vision
Statement
Category
Vision of
Growth
71
Jobs-to-be-Done
A Job-to-be-Done is:
The thing we want to change about the

attitudes or behaviour of consumers,
shoppers & customers.
72
The structure of behaviour led Jobs
Get who to do what

(expressed in consumer language)
Eg. Get users of shampoo to also use Conditioner
Plus the addition of by overcoming barrier x

only if there is an obvious specific barrier to overcome
(ie. not appropriate if several elements make up the barrier
and / or the barrier may change within the timeframe of the document)
Eg. Get Pragmatic Mums to buy Pot Noodle by overcoming their negative
perception of the product
73
JtbD Examples of Jobs based on behaviour
Get consumers to use BS as an all over body spray, not just for
underarms
Get users of fabric conditioner dilutes to convert to concentrates
Get current soap users to uptrade to handwash for
washing hands
Get makers of key homemade dishes (soup, rice, pasta, etc) to use
a cooking aid when they cook
To reduce confusion with Measurable Objectives, language should be used to describe what
the consumer does, rather than the terminology of the measure (eg. penetration, frequency of
purchase)
74
JtbD Examples of Jobs based on 6Ps
Price:
Make low price user upgrade to mass premium products
Place:
Significantly improve branded impact at point of sale
Product / Proposition:
Attract lapsed / non-users into X by leveraging the health
credentials of the product
75
Good or Bad Job?

1.
Relaunch LIT Light to make it more available

as a G4Y no-sugar alternative in the core
An activity & not

clear
2.
Get current X brand users to also try X

concentrate
A single-minded
behaviour
3.
Increase penetration & average weight of

purchase of Shampoo with 18-35 year old
women
Not singleminded
4.
Define & implement a portfolio strategy for the

Knorr masterbrand
5.
Launch new Taste variant to appeal to older

mums who are bored of the existing X range
Brand focused
An activity
76
Achieving The Drivers

Jobs To Be Done: Behaviour Changes
A category driver is an identified source of additional value
So for that value to be realized, things must happen differently, for
example:
a Consumer to learn & understand the benefits of different variants
a Shopper to spend more time learning about different products and
learning the benefits @ POP
a Consumer to consume more on each occasion
a Customer to give increased space & better location to a segment
For each category driver therefore it is important to:

Identify what the behavior changes should be
This helps further validate that our driver is robust
This gives us focus on what we are really trying to achieve before we jump to
strategic options
Generate potential implications (strategic options) for final selection to

achieve each category driver and the behaviour changes required
77
Three Core Propositions To Grow Categories
Consumer
Proposition
Ensures Consumers
USE it
Shopper
Proposition
Ensures Shoppers
BUY it
Customer
Proposition
Ensures Customers
SUPPORT it
78
Jobs To Be Done Tool

Jobs To Be Done (i.e. Behaviour Changes)
Category Value
Driver
Consumer
Shopper
Customer
Value Driver 1
Value Driver 2
Value Driver 3
Value Driver 4
79
Jobs To Be Done Tool

Example
Behaviour Changes
Category
Growth
Driver
Drive Kids
Consumer
Use our own Kids product
make our brands most
prefered brand for kids /
child care
Shopper
Appeal to kids in store
Appeal to Mums through
relevant themes on kids
and family
Customer
Increase POP focus to
Kids segment
Bring new product to market

Appeal to Mums by tapping
into child mom relationship
Conditioner Target new users

Penetrat Educate format benefits
ion
Target new users

Educate format benefits
Commitment to raise
Conditioner profile
for Shopper
awareness &
understanding
80
Prioritize one or two JTBD per value driver

per year
Deliver
National
Goal
2008 Priority
JTBD
JTBD
JTBD
JTBD
JTBD
JTBD
JTBD
Deliver BVP & NCBP
81
Value Drivers & JTBD

CATEGORY VALUE DRIVER
Trading Up
(handwash)
JTBD
Drive benefit awareness of premium brands.

Differentiate on wash performance.
Deliver relevant performance. benefits.
Wash Habit
Increase Powder usage in LSM C.

Improve relevance of Powders to LSM C.
Improve price perception.
Low Suds only in

machines
Increase auto powder penetration in Machine HHs.

Awareness of wash performance improvement of Auto Powder.
Cement loyalty to auto powder performance within Machine HHs.
2007
82
Jobs To Be Done Worksheet

Behaviour Changes
Category Value
Driver
Consumer
Shopper
Customer
Value Driver 1
Value Driver 2
Value Driver 3
Value Driver 4
83
Prioritize one or two JTBD per value driver

per year
Deliver
National
Goal
Deliver BVP & NCBP

84
Jobs To Be Done Worksheet

Category Value Driver
JTBD
Value Driver 1
Value Driver 2
Value Driver 3
Value Driver 4
85
Priority Brand & Channel Matrix

We have it already, now what
Value
Driver
JTBD
SEGMENT
BRAND
CHANNEL
VALUE
Uptrading
Upgrade mass
user to masstige
products
Face care
Launch
skin lightening Ponds
Flawless
White
Dept store,
$$$
premium super,
PC store, modern
drug store,
premium hyper
Easy
shopping
Transform instore display

from mass to
masstige
Image
channels
Masstige line
Dept store,
premium super,
PC store,
premium hyper
$$$
Accessing
more
people
Get discount
brand user to
switch to
premium
products
Face care mass
Ponds White
Beauty
Super mass,
cosmetic store,
minimart
$$$
86
Execution will be done by channel/ customers
Value
Driver
One
Value
Driver
Two
Value
Driver
Three
Jobs To Be
Done
Jobs To Be
Done
Priority
Segments,
Brands,
Channels
Re-cut to by Channel
NCBP
Process
Jobs To
Be Done
Priority
Segments,
Brands,
Channels
Priority
Segments,
Brands,
Channels
Customer/Channel Implications
1. Range
2. Merchandising
3. Price
4. Promotions
5. Others
1. Range
2. Merchandising
3. Price
4. Promotions
5. Others
1. Range
2. Merchandising
3. Price
4. Promotions
5. Others
BMP/CMP
Trade Category Plan
87
POP Vision By Channel

CHANNEL
SEGMENT
Premium
Super
Face care
skin
lightening
Ponds
Flawless
White
Face care
Anti-aging
Ponds Age
Miracle
Face care
skin
lightening
Ponds
Flawless
White
Face care
Anti-aging
Ponds Age
Miracle
Face care mass
Ponds White
Beauty
PC Stor
Mass
Super
BRAND/S
Value
Driver
Uptrading
Easy
Shopping
Uptrading
Easy
Shopping
Accessing
more
people
JTBD
Value
Upgrade mass
user to masstige
products
$$$
Transform in-store
display from mass
to masstige
$$$
Upgrade mass
user to masstige
products
$$$
Transform in-store
display from mass
to masstige
$$$
Get discount
brand user to
switch to premium
products
$$$
Ran
ge
Pric
e
Pro
mo
Me
rch
88
The Point Of Purchase Vision
Definition:
Complete clarity on how you want your
brand(s) represented to the shoppers at any
Point of Purchase, set within the context of
the category.
Evidence:
We have a clear vision of the ideal POP
environment across all Trade Channels based
on detailed research.
This vision describes the best use of
Assortment, Merchandising, Price and
Promotion to maximise our and total category
sales.
The More We
Influence The
Point Of
Purchase The
More We Sell
This vision is then communicated throughout

the organisation and the trade
89
Effective POP Visions Provide

The Context For Strategic Execution at POP
Setting Off with No

Clear Objective and
Direction
VS
A consistent approach
towards a commonly
understood objective
90
91
92
93
94
95
96
If POP is so important.
HOW do we
influence it?
97
Shopper Understanding is Crucial to

Excellence at the POP
The Psychology Of Shopping Is Complex:
On average, shoppers pass only 30% of a supermarkets total stock
Some areas of the store are visited by less than 10% of all shoppers
On average, shoppers spend one minute in each aisle
Given 60 SKUs per category and four categories per aisle, each SKU
has 0.25 seconds of the shoppers time
Too many SKUs often leads to confusion and brain closure

A tighter range often leads shoppers to believe the Choice has
increased
Source: ID Magasin
98
POP Excellence Requires An

Understanding Of The Psychology Of Shoppers
Modern stores are big and complex whilst convenience stores condense
the complexity and are sometimes anything but!
The weekly shop is hard: locate, pay for and pack 100 items in less than
1 hour!
Experienced shoppers have developed shopping routines to deal with

the complexity of this task
These routines are called Schemata (or Scripts in psychology)
They make shopping easier and the shopper uses less mental energy to
achieve their goals
Males typically dont have shopping routines in supermarkets and often use
up large amounts of mental energy by looking at everything
99
Schemata
Schemata are automatic shopping reactions stimulated by imagery:
See image
Possible Shopper Schematic Reactions:
Ignore, Recognition, Recall, Selection
Subconsciously, shoppers can see everything but automatically deselect

irrelevant imagery
The relevance of imagery is directed by their shopping task
Source : Visuality Research
100
101
102
103
104
105
How many shoppers do you think follow the

same route every visit to the store?
106
107
Create The POP Solution
Promotions
Price
Range
Layout
Siting
Equipment, Signage
108
What Are The Focus Point Of Purchase Drivers?
The things that :

Influence a shoppers purchasing decision at the point of purchase (will
differ by channel)
Can be managed at the point of purchase (which means managing
through the customer)
Assortment
Depth and Breadth of products
Ranges in the Category
Price
Retail price: absolute, relative,

cost price
Visibility
Siting (primary / secondary,
temporary / permanent
adjacencies)
Space, Layout, Signage
Merchandising Equipment
Promotion
Strategic versus Tactical
Weight, type, frequency,
communication
109
What should drive our Point of Purchase vision

Category Vision
Value Drivers &
JtbD
Brand and
Channel
Portfolio Matrix
Category
Definition &
Segmentation
Execution
Implications
from NCBP
Customer
Needs
Point Of Purchase Vision and

Standards
Point of Purchase Activity Plans by
Channel which drive shopper behaviour
that results in added category and Unilever
brand value
In Outlet Execution
110
Pick n Pay Supermarkets

Fabric Clean - Powders
POP VISION
2007
111
Category Definition: Fabric Cleaning Laundry

All products used to clean
consumers laundry (clothes
and fabrics), including
laundry bars, powders, and
specialist formats (liquids),
but excluding pre-treat
products, fabric conditioners
and bleaches.
2007
112
Category Segmentation: Laundry

Fabric
Wash
How do I wash
Handwash
What do I use
Powder
Autowash
Bar
Powder
Liquids
Price
Smart
Shopper
Premi
um
Smart
Shopp
er
Premi
um
Smart
Shopper
Premium
Premi
um
Brand
SWP/M
AQ/DO
B
OMO/S
urf
Unwra
pped
SL/VIV
A/BRIG
HT
SLAP/BC
/DOB
SKIP/OM
O/MAQ
SKIP
Benefit/Variant
2007
SKIP
Black
113
Fabric Cleaning 2010 Value Drivers

TRADING UP >R50m
Provide superior hand-wash
mixes to convert LSM B &C
consumers back into
Premium Hand-wash.
SPECIALIST
CLEANING >R10m
Provide premium
innovations for LSM 9-10
supporting Garment Care.
ENVIRONMENT
SUSTAINABILITY
Leverage consumers
increased environmental
consciousness for growth.
Growth Vision
Our Laundry vision to provide
affordable and inspiring solutions
that satisfy the diverse and
demanding cleaning needs for the
clothes and fabrics of all South
Africans.
Our goal is the drive growth

of R160m in Category value
to achieve R2.8bn by 2010
with the 6 key value drivers.
WASH HABIT >R30m
Grow consumption
in LSM C to LSM A & B levels.
MORE FOR
LESS (packs)
>R10m
Address the category reality

of better performance at
lower prices. Encourage
larger packs at lower
price/kg.
LOW SUDS ONLY (IN

MACHINES) >R30m
Provide superior cleans in
machines (especially toploaders) via low-suds mixes.
CORRECT DOSAGE
>R30m
Grow consumption across

all LSMs by encouraging
correct dosing.
Channel
Category
POP Vision
: PNP Supermarkets
: Fabric Clean: Powders
: ASSORTMENT
SEGMENTS
Value
Driver
Hand wash Premium
Trading Up
Auto wash
premium
powders
Auto wash
smart shopper
and premium
2007
Coverage
%
# SKUs
Get washing powder

shoppers to purchase
more premium brands
than value brands
90%
Specialist
Cleaning
Get shoppers to buy

specialist cleaning
products in addition to
their main purchase
100%
SKIP,
1kg,
2kg, 3kg
(profile
stores)
Low suds
only
Get all machine wash

shoppers to buy
automatic washing
powder
100%
10
SKIP, OMO
Auto,
SLAP, MAQ
Auto
1kg,
2kg, 3kg
(profile
stores)
JTBD
Must List
Brands
Pack
Sizes
OMO MA,
Surf, SWP
Baby,
Woolite
500g,
1kg, 2kg
Other
Implication
s/
Guidelines
115
Channel
Category
POP Vision
: PNP Supermarkets
: Fabric Clean - Powders
: MERCHANDISING
Guidelines
Siting
Powder acts as beacon to the Homecare Aisle. Location in back quartile of store
adjacent to other specialist fabric cleaning and care products
Macro Space
Space allocation and forward is in-line with market.

Premium brands should be allocated greater space versus rate of sale to drive visibility
Segmentation
Segmented Auto then Handwash to align to CDT. Brand Block to act as beacon, as
majority of brand choice made before store.
Flow Premium to Economy with each segment.
DOB acting as a natural buffer between the two (and meeting retailer
Need of situation next to market leader).
Visibility
Category visibility is strong, driven by bold brand blocks which aligns with how the
Shopper shops the category.
Signage
Strength of brand loyalty and brand blocks allow shoppers to easily locate their
favourite brands. Opportunity to enhance brand block and simplify selection with
clear segmentation signage and get Shopper to browse the entire run.
Equipment
Aisle flags, headers & base. Shelf Stripping. Shelf extensions
2007
116
Channel
Category
POP Vision
: PNP Supermarkets
: Fabric Cleaning - Laundry
: MERCHANDISING
Auto Wash
OMO Auto
Premium
Skip
Hand Wash
DOB
SLAP/BC/MA
Q AUTO
Smart Shopper
OMO MA
Premium
Surf
Whiteness
DOB
Sunlight
MAQ
Smart Shopper
Principles of Layout
Category split between Hand Wash & Auto powders 60/40.
Auto wash leads the run.
Merchandised by brand (not pack size or format).
Premium to Economy.
Space assigned according to rate of sale.
Reinforce market leader dominance beacon brand presence.
2007
117
Current Shelf Layout
2007
118
Proposed POP Vision: clear shelf layout based on consumer segments
Value Driver
Action
Low Suds in Machine
Highlight Brand & price in segment.

Dosing info at POP
2007
Wash Habit
Highlight Brand & price in handwash segment
Trading Up
Education on handwash benefits at POP.
119
Channel
Category
POP Vision
Segment
: PNP Supermarkets
: PRICING
Brand
Value Driver
JTBD
Pricing
Guidelines
Pricing Index
Hand wash Premium
OMO MA
Trading Up
Get washing powder

more premium brands
than value brands
10 - 30% index
to hand wash
avg.
Auto wash
premium powders
& liquids
SKIP
Specialist Cleaning
Get shoppers to buy

specialist cleaning
their main purchase
30-40% index to
premium hand
wash
Auto wash smart

shopper and
premium
OMO Auto
Low suds only

shoppers to buy
automatic washing
powder
10-20% index to
premium hand
wash
2007
120
Channel
Category
POP Vision
Segment
Value
: PNP Supermarkets
: PROMOTION
JTBD
Driver
Promotion
Objective
Trading Up
Get washing powder

more premium
brands than value
brands
Drive frequency
of purchase and
consumption
Auto wash
Specialist
Drive Penetration
Premium
Cleaning
Get shoppers to buy

specialist cleaning
products in addition
to their main
purchase
Get all machine
wash shoppers to buy
automatic washing
powder
Drive frequency
of purchase and
consumption
Hand wash
Premium
powders
Auto wash
Low suds
smart shopper
only
and premium
2007
Mechanics
Frequency
Up-weighted
Promotional
frequency.
In-store
Communication
benefits of
premium wash
Non-Price Target
Promotions: PNP
magazine, Home
Shopping,
communication
Premium 2:1 Smart

Shopper
Leaflet Support
to drive
Awareness. MMR
endorsement
To feature 2x per
quarter and lead
customer theme
promotions
Aligned to fashion
seasons, key calendar
themes
121
Assortment How do we move customers away

from line by line discussions
Buyers often make their decisions based
on the contribution or performance of
products in their Range
Slowest sellers are out
Its all about managing

the tail
We have done a ranking

list and you are bottom
The weakness of this approach is that

NOT all segments are equal, yet they are
treated as equal
122
Decisions about range must be developed in the context of

the Value Drivers
Value
Driver
One
Value
Driver
Two
Value
Driver
Three
Jobs To Be
Done
Jobs To Be
Done
Priority
Segments,
Brands,
Channels
Priority
Segments,
Brands,
Channels
Re-cut to by Channel
NCBP
Process
Jobs To Be
Done
Priority
Segments,
Brands,
Channels
1. Assortment
2. Visibility
3. Price
4. Promotions
5. Others
1. Assortment
2. Visibility
3. Price
4. Promotions
5. Others
1. Assortment
2. Visibility
3. Price
4. Promotions
5. Others
BMP/CMP
Trade Category Plan
123
Range principles
A statement or set of targets for the category and segments against
each of the following criteria forms the backbone of the Range/ Range
tactics
Range Four Core Areas of the Range POP Tactics
- Category
What market coverage level do we recommend for the

category?
Coverage
What market coverage level do we recommend by
- Segment
segment?
Product
-Must List
What is the optimum Range for each segment within

the set coverage targets? What are the Must List
brands
the set coverage targets? What are the pack sizes to
carry
Coverage
Brands
Product
-Pack sizes
to carry
124
What Is Market Coverage?

The Cumulative SKU Segment Turnover
100
Where should
the segment cut
off be
80
Cumulative % of
segment
60
turnover in
channel
20 SKUs deliver 50% coverage
40
20
20
40
60
80
100
% of total segment SKUs in the market

125
What Is Market Coverage?

The Amount Of Value Sales That A Retailer Accesses By
Stocking The Rangeby Segment And Channel
Segment Level CHANNEL Data from AC Nielsen
SKU
Description
Market Sales
Market
Share
Market
Coverage
SKU A
40,000
20%
20%
SKU B
36,000
18%
38%
SKU C
SKU D
SKU F
20,000
SKU G
20,000
10%
85%
SKU E
10,000
5%
90%
SKU H
10,000
5%
95%
SKU I
6,000
3%
10
SKU J
4,000
2%
200,000
100%
Total
Market sales total for the

specific mix of SKUs in
stock at the customer
30,000
24,000
Market Sales total

for each item
divided by the
total for the
segment
15%
12%
10%
53%
Cumulative
Market Sales total
for each item
65%
75%
Total Market
Coverage
98%
100%
126
So What Is High Market Coverage?
It will vary from segment to segment, category

to category, but as a rule:
High: 80% or above

Medium: 60-80%
Low: Below 60%
127
Range principles
A statement or set of targets for the category and segments against
each of the following criteria forms the backbone of the Range/ Range
tactics
Range Four Core Areas of the Range POP Tactics
- Category
What market coverage level do we recommend for the

category?
Coverage
What market coverage level do we recommend by
- Segment
segment?
Product
-Must List

the set coverage targets? What are the Must List
brands
the set coverage targets? What are the pack sizes to
carry
Coverage
Brands
Product
-Pack sizes
to carry
128
Range: Category SKU Productivity, FOOD

100%
90%
SKU rationalization should be

performed on the tail of the
category, where 477 SKUs
represent only 10% of sales
80%
% of Category Sales
70%
60%
50%
40%
43% of the 1169

SKUs that sold in
the last 4 weeks
represent
80% of sales
30%
20%
10%
0%
1
201
401
601
801
1001
Number of SKUs
ACN 4 weeks ending May 4, 2006 FOOD, SKUs with ACV under 10%
removed
129
Range principles
Which three lines should be delisted?
Turnover %
100
80
60
40
20
1
2
3
5
10
8
6
7
Range Count - 10
10
Current Range
130
Just because a SKU is in the tail does not mean it

should be de-listed automatically
Why not ?
131
Just because a SKU is in the tail does not mean it

should be de-listed automatically
Customer considerations:
Customer strategy
Value of sales (historic)
Profit (historic)
Customer investment (terms)
Above the line consumer marketing
Equipment supply
Differentiation
Available space
Merchandising rules
Consumer / shopper considerations:

Category definition and segmentation
Category strategies
Future segment growth trends
What is the optimum Range for the
target consumer?
Consumer loyalty and switching
Breadth of coverage (brands)
Depth of coverage (pack formats)
New product introductions
132
ASSORTMENT
Priority Brand:
Category Focus
Priority
Channels:
Shoprite
SEGMENTS
Value Driver
Assortment
Covera
ge %
# SKUs
Must List
Brands
Pack
Sizes
Other Implications / Guidelines
Handwash
Premium Powder
Trading Up
90%
15
Omo MA
Omo
Progress
Surf Reg
Surf Lem
DOB
250g
500g
1kg
2kg
5kg*
Driver of positive category value.

Historical Low Trade Margin segment cust profit
work to land selling story.
Must be first in traffic flow.
Highlight product benefits to Shopper.
DOB next to Premium HW.
5kg packs during Stokvel season (OCT-DEC).
Handwash
Smart Shopper
Powder
Wash Habit
90%
20
Sunlight
Reg
Maq
250g
500g
1kg
2kg
Focus on Highlight EDLP price at POP.

Positioned at end of Flow.
Caution must balance on-sale mix with Premium
(ratio 40:60)
Good TM% - SRC wants to support.
Handwash
Specialist Powder
Specialist
Care
50%
Sunlight
Baby
Wooliite
1kg
Service Line only in this customer.

Sunlight Baby to ranged in Brand Block based on
CDT.
Auto Wash
Powder
Low Suds
Only in
machines
20%
Omo Auto
SLAP
DOB
1kg
2kg
Service line currently, but potential for emerging

trend in LSM B HHs for Shoprite.
Skip should not be in SRC.
Auto Wash
Liquid
Low Suds
Only
machines
0%
na
Na
Not target for SRC Shopper. Emerging trend will

be covered off by Low Suds Powder
2007
134
RANGE
Channel Consideration
Total Market
Referred to Concentrate Driver, Concentrate will have more market

coverage. This is due to less number of SKUs compared to Regular
Detergent.
Due to small number of SKUs in FC category, Supermarket and
Hypermarket in UPC and BKK will have relatively similar market coverage,
as shopper demand is not that differentiated.
For Premium products i.e. Liquid, Supermarket with more target shoppers
will carry even more product variety than Hypermarket.
Convenience Store, and Open Trade can carry only limited number of SKUs
due to nature of the store and space limitation.
Copyright 2007, Unilever Thai Trading Ltd.
RANGE
SEGMENT Consideration
Total Market
Regular Detergent
Ensure that each variant has their own unique selling point (brandblock is preferred), and own target group.
Concentrate Detergent
Once this segment is widely established, there is an opportunity to
launch more packsizes of concentrate, may be both bigger and inbetween packsizes.
Fabric Conditioner
Aiming to replace Green with new variant, Sun Fresh in May 03.
Plan to upgrade by launching Fabric softener Concentrate in Q303.
Unilever
Suggested SKUs by channel
= Must
= Optional
HP
Brand
Packsize
Normal
BZP
5000 gm
BZC
Omo R
Surf
SP
C&C
3000 gm
1500 gm
700 gm
200 gm
90 gm
Club pack
BZM
8000 gm
BZE
3000 gm
Omo Plus 1500 gm
C Store
W/S
Minimart
M&P RK
100 gm
1500 gm
Comfort
3800 cc
800 cc Single
800 cc Multipack
400 cc
250 cc
BZU
M&P RF
300 gm
25 gm
H&B
Channel :
Category :
POP Vision
SEGMENTS
Segment1
Value
Driver
: ASSORTMENT
JTBD
Coverage
%
# SKUs
Must List
Brands
Pack
Sizes
Other
Implications /
Guidelines
Segment 2
138
Channel
Category
POP Vision
: PNP Supermarkets
: Fabric Clean: Powders
: ASSORTMENT
SEGMENTS
Value
Driver
Hand wash Premium
Trading Up
Auto wash
premium
powders
Auto wash
smart shopper
and premium
2007
Coverage
%
# SKUs
Get washing powder

more premium brands
than value brands
90%
Specialist
Cleaning
Get shoppers to buy

specialist cleaning
their main purchase
100%
SKIP,
1kg,
2kg, 3kg
(profile
stores)
Low suds
only

shoppers to buy
automatic washing
powder
100%
10
SKIP, OMO
Auto,
SLAP, MAQ
Auto
1kg,
2kg, 3kg
(profile
stores)
JTBD
Must List
Brands
Pack
Sizes
OMO MA,
Surf, SWP
Baby,
Woolite
500g,
1kg, 2kg
Other
Implication
s/
Guidelines
139
Channel :
Category :
POP Vision
SEGMENTS
Segment1
Value
Driver
: ASSORTMENT
JTBD
Coverage
%
# SKUs
Must List
Brands
Pack
Sizes
Other
Implications /
Guidelines
Segment 2
140
Customer Marketing Principles Applies to

Designing Visibility Vision
RETAILER
CATEGORY
?
SHOPPER
141
WHAT ARE THE 6 KEY

AREAS TO IMPACT
MERCHANDISING?
142
There Are 6 Key Areas To Consider When Considering The

Merchandising Element Of The Point Of Purchase Vision
A Statement or set of Targets for our plans against each of the following
criteria forms the backbone of the External Merchandising Point of Purchase
Vision
Merchandising Vision 6 Key Areas

Siting
Is the category located in the right place in the outlet? Primary &
secondary locations
Macro Space
Does the category need more space?
Segmentation
Does the flow and layout help the shopper / purchaser?
Visibility
Do all the drive segments and products have the right share of
space / are they clearly visible i.e. vertical blocking?
Signage
Are the drive segments clearly signed?
Equipment
Are the Shelf Profiles / Cold equipment / Fonts etc up to standard
143
Best Siting in In-store
Where do you place your category, depends

Who are the valuable shoppers
How category fit in their needs
Shopping mission
How they shop during each mission
144
Who are the Valuable Shopper?
145
Shopping Missions
Main Shop
Top-Up Shop
Quick Trip
Recreational Shop
...
146
Change in shopping spend by mode

Macro trend for NCBP
%
40
35
30
Planned
25
Immediate
20
Opportunistic
15
Expert
10
Constrained
Social
0
2000
2015
Source: Research International, The Store 2001
147
Shopping Mission is a key driver

of Store Choice
Mission:
Family bulk shop
Mission:
Quick top-up
148
149
MAIN SHOPPING TRIP
150
MAIN SHOPPING TRIP
151
MEAL FOR TODAY
152
MEAL FOR TODAY
153
TOP UP
154
TOP UP
155
Current Layout
Evaluation
Facial
Foam
Facial
Moist
Body
Lotion
Bar
Soap
Body
Wash
Ease by clear segment of products

Low traffic on body lotion and facial foam
shelf, especially for non user because it is
easy for shopper to locate that it is BL,FF
section
Recommendation
Current
Layout need to create more traffic and attention

toward BL,FF section, which are Low volume
section
Layout Test
Option 1
Option 2
Objective
Create more traffic
Create more attention on shelf
Option 3
Layout Option1
Body
Lotion
Facial
Moist
Body
Wash
Bar
Soap
Evaluation
Create more traffic for BL,FF shelf because

sandwich shelf of BW and soap inside
Not create attention to BL,FF shelf. It is still
on the back
Facial
Foam
Recommendation
Option 1
Some shopper preferred FM and FF to be more

close, because they considered it is a linkage
between facial wash and facial moist
Some shopper consider it lower grade of facial

foam to put it close to bar soap, it would look
upper grade when closed to facial moist??
Shoppers nature is to locate product and go to

shelf, not pay attention on shelf at the back
Layout Option2
Evaluation
Facial
Foam
Facial
Moist
Body
Lotion
Body
Wash
Bar
Soap
Create more traffic because it forced

shopper to walk pass every shelf
Not ease, hard for shopper to locate each
product section
Shopper need to pay more attention on shelf
in order to locate the product
Recommendation
Option 2
Once shopper able to locate product e.g. bar

soap, they would not pay attention to other shelf
and might walk pass without noticing anything
Walk pass shelf able to remind customer product

need e.g. non user glance of any new items,
user buy more variants e.g. hand and nail
Product package itself able to create attention

on shelf e.g. Neutrogena paper pack on FF
Layout Option3
Evaluation
Body
Lotion
Body Body
Wash Wash
Facial
Moist
Facial Bar
Foam Soap
Create more traffic for FF, in front of FM

But, BL shelf traffic still doubt because BW is
outside
Ease for shopper to locate product section
Ease for attention on BL,FF shelf because it is
on the main traffic which forced shopper to
see any communication on shelf
Recommendation
Option 3
Although, it has high link between FM and FF,

some consumer still confuse differences package
between FM and FF of same brand. It need to be
careful when promote regime usage
Siting
What is the best place to site your

Category?
Is the category located in the right
place in the outlet?
Primary & secondary locations
161

Vision

Siting
secondary locations
Macro Space
Segmentation
Visibility
Signage
Equipment
162
Store Space Allocation

Allocating Optimum Category Space
Based on Results of Gap Analysis
Illustration: Category X
4%
%
Share
to
Total
Opportunity to align with Store Sales and Market Sales Value

Recommendation: Adjust Category Shelf/Selling Area
3%
Gap
2%
1%
Gondola
% to
Total Store
Sales Value
% to
Total Store
Sales Value
% to
Total Phil.
Market
LOCAL
STORE
SPACE
LOCAL
STORE
SALES
NATIONAL
MARKET
SALES
163
Assessment - Step1:
Compare store space % and sales %, identify gap
Department Current Retail Sales % Space
% Space Sales cont vs sales
Grocery
19%
18%
2%
Snacks
12%
11%
1%
H&B Aids
11%
17%
-7%
Cooking
10%
5%
5%
Beverages*
10%
8%
2%
Dairy*
8%
15%
-7%
Paper
7%
7%
0%
Gen. Mdse.
6%
4%
3%
Houseware
4%
1%
4%
Washing
4%
6%
-1%
Baby Foods
4%
7%
-3%
Bakery
3%
1%
2%
Pet Needs
1%
0%
1%
Baby Needs
1%
0%
1%
TOTAL
100%
100%
0%
164
Assessment - Step2
Compare store space in unit and sales unit, Identify gap.
Department Current Retail Sales % Space Current Ideal
Current Remarks
% Space Sales cont vs sales Gondola Gondola vs Ideal
Grocery
19%
18%
2%
22
20
2
Over-allocated
Snacks
12%
11%
1%
14
13
1
Over-allocated
H&B Aids
11%
17%
-7%
12
20
-8
Under-allocated
Cooking
10%
5%
5%
11
6
5
Over-allocated
Beverages*
10%
8%
2%
11
9
2
Over-allocated
Dairy*
8%
15%
-7%
9
17
-8
Under-allocated
Paper
7%
7%
0%
8
8
0
Under-allocated
Gen. Mdse.
6%
4%
3%
7
4
3
Over-allocated
Houseware
4%
1%
4%
5
1
4
Over-allocated
Washing
4%
6%
-1%
5
6
-1
Under-allocated
Baby Foods
4%
7%
-3%
4
8
-4
Under-allocated
Bakery
3%
1%
2%
3
1
2
Over-allocated
Pet Needs
1%
0%
1%
1
0
1
Over-allocated
Baby Needs
1%
0%
1%
1
0
1
Over-allocated
TOTAL
100%
100%
0%
113
113
165
Assessment - Step 3
Compare sales % with benchmark figure in %,identify gap.
Current AC N
Grocery
19%
18%
2%
22
20
2
12%
Snacks
12%
11%
1%
14
13
1
7%
H&B Aids
11%
17%
-7%
12
20
-8
16%
Cooking
10%
5%
5%
11
6
5
3%
Beverages*
10%
8%
2%
11
9
2
3%
Dairy*
8%
15%
-7%
9
17
-8
22%
Paper
7%
7%
0%
8
8
0
3%
Gen. Mdse.
6%
4%
3%
7
4
3
1%
Houseware
4%
1%
4%
5
1
4
NA
Washing
4%
6%
-1%
5
6
-1
10%
Baby Foods
4%
7%
-3%
4
8
-4
NA
Bakery
3%
1%
2%
3
1
2
NA
Pet Needs
1%
0%
1%
1
0
1
NA
Baby Needs
1%
0%
1%
1
0
1
NA
TOTAL
100%
100%
0%
113
113
78%
AC N Gap
vs Sales
6%
4%
1%
2%
5%
-8%
4%
2%
NA
-4%
NA
NA
NA
NA
166
Assessment - Step 4
Check the reason of the gaps.

Current AC N
AC N Gap
vs Sales
Grocery
19%
18%
2%
22
20
2
12%
6%
Snacks
12%
11%
1%
14
13
1
7%
4%
Losing opportunity
H&B Aids
11%
17%
-7%
12
20
-8
16%
1%
Cooking
10%
5%
5%
11
6
5
3%SM are HBA
2%driver
Beverages*
10%
8%
2%
11
9
2
3%
5%
Dairy*
8%
15%
-7%
9
17
-8
22% Underspace
-8%
Paper
7%
7%
0%
8
8
0
3% check range
4%
Gen. Mdse.
6%
4%
3%
7
4
3
1%
2%
Houseware
4%
1%
4%
5
1
4
NA
NA
Gt
sales
more
Washing
4%
6%
-1%
5
6
-1
10%
-4%
sachet than SM
Baby Foods
4%
7%
-3%
4
8
-4
NA
NA
Bakery
3%
1%
2%
3
1
2
NA
NA
Pet Needs
1%
0%
1%
1
0
1
NA
NA
Baby Needs
1%
0%
1%
1
0
1
NA
NA
TOTAL
100%
100%
0%
113
113
78%
167
Assessment - Step 5
Finalize allocation data
Current AC N
Grocery
19%
18%
2%
22
20
2
12%
Snacks
12%
11%
1%
14
13
1
7%
H&B Aids
11%
17%
-7%
12
20
-8
16%
Cooking
10%
5%
5%
11
6
5
3%
Beverages*
10%
8%
2%
11
9
2
3%
Dairy*
8%
15%
-7%
9
17
-8
22%
Paper
7%
7%
0%
8
8
0
3%
Gen. Mdse.
6%
4%
3%
7
4
3
1%
Houseware
4%
1%
4%
5
1
4
NA
Washing
4%
6%
-1%
5
6
-1
10%
Baby Foods
4%
7%
-3%
4
8
-4
NA
Bakery
3%
1%
2%
3
1
2
NA
Pet Needs
1%
0%
1%
1
0
1
NA
Baby Needs
1%
0%
1%
1
0
1
NA
TOTAL
100%
100%
0%
113
113
78%
AC N Gap Proposed
vs Sales # Gondola
6%
20
4%
13
1%
20
2%
6
5%
9
-8%
17
4%
8
2%
4
NA
1
-4%
6
NA
8
NA
1
NA
0
NA
0
113
168

Vision

Siting
secondary locations
Macro Space
Segmentation
Visibility
Signage
Equipment
169
Best Practice Suggests To Block By Segment

Then By Brandwhat Is Right For Your Category?
Should shoppers be able to see

similar products grouped together:
Eg premium / flavours?
170
Merchandising Layout Tactics Laundry

Example
Flow reflects Purchase Decision Hierarchy
Reduce space for

Standard
Shift sales to Premium
Vertical Blocking of
Leading Brands
Smallest sizes on top to

drive AWP
Adjacency
High
Penetrati
on
Category
Bleach
Regular
Private
Label
Minimize space for

DOB and Economy
Move to Premium
Concentrated Segment
Softener
Economy
Private Label
Position larger packs at

eye level to maximize
exposure and attention
Signage for
this segment
171
Is This the Best way to Segment the

Display?
Maintain
Needs
Platform
Product Form
Brand
Black
Clean
Adult
Kids
Product Form
Family
Manageability
Voluminous
Product Form
Straight
Curly Wavy
Frizzy
Product Form
Brand
Price
Price
Packsize
Packsize
172

Vision

Siting
Is the category located in the right place in the outlet? Primary & secondary
locations
Macro Space
Segmentation
Visibility
Do all the drive segments and products have the right share of space / are
they clearly visible i.e. vertical blocking?
Signage
Equipment
173
174
175
11%
24%
60%
3
0.3%
0.1%
176
Often only relevant part of offer is being noticed
Routine purchases takes less than seconds. Grab

and go!
Over ranging will lead to edited choice: consumers

will shop only a few brands in the section.
strip out extraneous brands:
Claim to consider 5 or more brands but most only
consider 1 or 2.
Is your brand seen

Unseen is unsold
High correlation between how quickly a brand is
seen and likelihood of purchase
Source: ID Magasin
177
Reading the shelf

Shoppers likely to begin at near eye level with beacon
brand or one that contrasts most dramatically with
others on the shelf.
Creating a consistent brand block is more impactful
than colour coding the product by variety, product form,
etc
From the starting point shopper is most likely to move
from right or down in the manner that they read
Hence brands on left of beacon brand more likely to be missed
178
Shelf position
Important for purposive shoppers (grab and go)
Eye level shelf position optimal
Less important when shopper engaged to browse
Will browse vertically down to floor level
Top shelf position most likely to be missed
Shelf position irrelevant if category difficult to shop
179
Horizontal block merchandising slows the

shopping process
180
Vertical block merchandising speeds the

shopping process
181
Most categories have a diamond hotspot (usually

around centre of fixture/signpost brand)
182
Source : ID Magasin collected knowledge
our brands & our communication need to

be at eye level in the diamond
183

Vision

Siting
secondary locations
Macro Space
Segmentation
Visibility
Signage
Equipment
184
185
186
What do we process first, second
Words
Colours
Shapes
Numbers
187
Words
4th
Numbers
3rd
Shapes
2nd
Colours
1st
188
189
Shoppers recognise products

using simple visual triggers
(usually based around colour
and shape)
190
We use simple colour & shape cues to

recognise products in store
colourshape
191
192
After
Before
193
In shopper marketing, less is often more
194
Key Visuals
195
196
197
Signage you can use
Shelf segmentation
Shelf/ Aisle navigational breaker
Secondary display navigational breaker

Category Signage igniting the emotion
198
Segmenting the fixture
A clear segmentation, consistently executed helps shoppers work

their way through a difficult, unfamiliar, expensive category
Information on shelf strips aids the decision process
In this case, featured wines gives shoppers more confidence,

stimulates interest and therefore browsing
199
Segmenting Fresh
200
Category segmentation helps shopper make sense of the

offer
201
202
203
Signage you can use
Shelf segmentation

204
Brands are key Category

Landmarks/Navigation aids
205
Flagging a new product intro at the shelf
206
207
Brands are landmarks: Tesco
208
Navigation breakers: Boots
209
210
Signage you can use
Shelf segmentation

211
Secondary space to activate the shopper

Mass, secondary displays
engage, create impact and shift
volume
But.growing resistance
among retailers : we own the
space
212
Most gondola end communication at the

moment runs counter to shopper flow
213
to maximise the opportunity, gondola end

communication has to face shopper flow
Cadbury
Rounded Gondola Ends Encouraging Aisle
Penetration
215
Signage you can use
Shelf segmentation

216
Magical Moments Versus the Gondola

For many categories, mass presentation at retail creates a
disconnect with deeply rooted, emotional associations with
the category and the brands within it
eg chocolate (pleasure, reward, indulgence)
Skin-care (pampering, luxury, etc)
Bulk presentation diminishes the sensory triggers and
prompts purposive behaviour and a reluctance to browse
217
To engage the shopper - fixture should link to

category values
Presentation
Well organised, tidy and clean
Functional, though difficult to orientate
Assortment
Wide range
All brands
No O.O.S. problem
BUT
Not very stimulating or inviting. Looks pretty boring really

Just feelI should grab and go...
218
What Emotion is associated with
COFEE
219
Engage the shopper link the fixture to category values
220
Produce
221
222
223
Paper plates
224
Igniting Party
225
Candies
226
Igniting Emotion of Candy Carretown
227
Baking Products
228
Igniting Family Moment in Baking Needs
229
Pillow
230
Igniting Emotion of People
231
Laundry
232
233
234
235
236

Vision

Siting
secondary locations
Macro Space
Segmentation
Visibility
Signage
Equipment
237
Shelf Ready Packaging: Tesco UK
238
From Warehouse to Floor: Tesco:UK
Reduced OOS
Reduced shelf fill time
239
Shelf Ready Packaging: Mercadona, Spain
240
Tesco Buckets of Fun Confectionery
Increase brand visibility

Easier for shopper to access
Easier for staff to load to agreed
planogram
Ability to change layout for
seasonality/promos
Scaleable to suit store size
24% increase in bagged sweet sales
18% increase in shop floor efficiency
Reduction of 50% in damaged goods
returned to supplier
241
74%
1
2%
2
12%
242
Communicate around the product at shelf

(most effective)
60% fixations
on the product
12% fixations
Shelf Edge
Shelf Ready Pkg
243
Source : ID Magazine eye tracking in Asda, Tesco, Co-op
So the best place to communicate is around the

product, on shelf edge
244
NATIONAL
CATEGORY
BUILDING
PLAN
POP Driver
Adjacent Category
Adjacent Category
Dish Wash
House/Floor Cleaner
Household Appliance
Toilet Paper
Insecticide
Total Market
Avoiding Category
Skin Care
Personal Care
Fresh Food
Merchandising Concept
Total Market
Premiumization
Build penetration of more premium segment
Implement aisle decoration and shop signage for clear
segmentation
Clearly merchandise products according to new
segmentation
Grow Repertoire to Increase Consumption
Drive system purchase of detergent and post-wash products
Display detergent and post-wash products together in same
aisle
Other Opportunity
Trade up consumer/shopper to largest packsize.
Display larger packsize at the eye-level
Merchandising Layout
Total Market
Top View
Other Category : Pet Food

Regular
Detergent
Machine
Detergent
Concentrate
Detergent
Space 25%
Space 13%
Space 12%
Traffic
Space 22%
Space 12%
Fine Wash
& Baby
Fabric Softener
Other Category :
Floor Cleaner
Other Category :
Cleaner
Other Category :
Window
Cleaner
Space 12%
Space 4%
Starch
Bleach
Other Category :
Dish Wash
New Category Layout (Draft!!!)
Matic
Tough
Stain
Anti-mustiness
White
Total Market
Colour
2-1
Standard
Layout based on shopper need looking for specific feature

Combine regular and concentrate encourage trade-up
Econ
Total Market
Channel: Hypermarket, Supermarket, and Minimart
Merchandising
concept
Display product by sub-category, segment, brand, packsize

Merchandise product according to washing pathway
(ie. Pre-wash, In-wash, Post-wash)
Cross merchandising premium product to create trial
Ambience/
Decoration
Implement shop signage to educate category segmentation

Clean section, but not too fancy to avoid expensive image
Decorate with Laundry Tips to build regime purchase
Secondary
Display
As much display as possible

(50% of purchase is from display)
Decorate display to create awareness and category traffic
Implement stand display for small/premium product visibility
Beacon
Brands
Fabric Wash
Fabric Softener
Starch
Pre-Treatment
:
:
:
:
Breeze and Omo

Comfort, Fineline, and Essence
Fineline and Hygiene
Breeze Presto and Fight
Total Market
Channel: Open Trade
Merchandising
concept
Ambience/
Decoration
Secondary
Display
Beacon
Brands
Display Fabric Care and HHC together as Homecare

Display Hanger in front of outlet to create visibility
Adopt merchandising tool to improve instore visibility
(ie. Tray)
Strengthen and widen impactful merchandising via One Look
Out of Store
Sunblind, Poster, Wall Sticker, Product Hanger
In Store
Shelf Talker, Wobbler, Tentcard, Merchandising Tools
Stand Display (appropriate sizing and cost)
Merchandising Tools (ie. Tray and Product Hanger)
Fabric Wash
Fabric Softener
Starch
Pre-Treatment
:
:
:
:
Breeze and Omo

Comfort, Fineline, and Essence
Fineline and Hygiene
Breeze Presto and Fight
Unilever
Hypermarket and Supermarket : MT & OMT

Execution : to grow penetration and repertoire in most accounts
1. BZE Family Display
2. BZE+CF Buddy Display
3. CF 4 Way Display
4. Aisle Decoration
Note : Timing TBC by account
Cash & Carry and Wholesales
Unilever
Execution : to improve merchandising and educate shopper on segmentation

1. Wholesales Fiberite and Multipack Project
: Q208 Q308
2. Makro Segment Signage
: Q208
Minimart
Unilever
Execution : to educate shopper and draw traffic

1. Shop-in-Shop Decoration
: Q308
Remark: Designed by Merchandising Team

Mom & Pop Shop : MPU
Unilever
Execution :
1. Maintain dominance visibility of Fabric Care category
2. Include Sunlight in merchandising scheme
3. Develop segment signage for Mom & Pop shop
SL700 SL700
BZE300
OMP300
1 small tray
CFB
CFP
800
800
SL700
1 small tray
Additional from Castle 2002
Status and Timeline :

Idea and design development (with Merchandising team)
BM103
Artwork for UBC Booklet and CCN Sales Training
BM403
Implementation
BM703
Copyright
2007,
Unileverto
Thaimaintain
Trading Ltd.
Concern
: How
visibility quality in Mom & Pop ?
Mom & Pop Shop : MPR
Unilever
Execution : Q303
1. Strengthen dominance visibility of Fabric Care category
2. Include Sunlight in merchandising scheme
3. Develop segment signage for Mom & Pop shop
Additional from Castle 2002
CFB CFP
BZP200
BZC200
1 mini tray
Concern
: How
toThai
maintain
Copyright
2007,
Unilever
Trading Ltd. visibility
OMR200
BZE300
1 mini tray
quality in Mom & Pop ?
SL180
400 400
1 mini tray
What Will Be Different in 2008?
C3 Retail Lab Becomes Available
257
Channel
Category
POP Vision
: PNP Supermarkets
: Fabric Clean - Powders
: MERCHANDISING
Guidelines
Siting
Powder acts as beacon to the Homecare Aisle. Location in back quartile of store
adjacent to other specialist fabric cleaning and care products
Macro Space
Space allocation and forward is in-line with market.

Premium brands should be allocated greater space versus rate of sale to drive visibility
Segmentation
Segmented Auto then Handwash to align to CDT. Brand Block to act as beacon, as
majority of brand choice made before store.
Flow Premium to Economy with each segment.
DOB acting as a natural buffer between the two (and meeting retailer
Need of situation next to market leader).
Visibility
Category visibility is strong, driven by bold brand blocks which aligns with how the
Shopper shops the category.
Signage
Strength of brand loyalty and brand blocks allow shoppers to easily locate their
favourite brands. Opportunity to enhance brand block and simplify selection with
clear segmentation signage and get Shopper to browse the entire run.
Equipment
Aisle flags, headers & base. Shelf Stripping. Shelf extensions
2007
258
Channel
Category
POP Vision
: PNP Supermarkets
: MERCHANDISING
Auto Wash
OMO Auto
Premium
Skip
Hand Wash
DOB
SLAP/BC/MA
Q AUTO
Smart Shopper
OMO MA
Premium
Surf
Whiteness
DOB
Sunlight
MAQ
Smart Shopper
Principles of Layout
Category split between Hand Wash & Auto powders 60/40.
Auto wash leads the run.
Merchandised by brand (not pack size or format).
Premium to Economy.
Space assigned according to rate of sale.
Reinforce market leader dominance beacon brand presence.
2007
259
Current Shelf Layout
2007
260
Proposed POP Vision: clear shelf layout based on consumer segments
Value Driver
Action
Low Suds in Machine
Highlight Brand & price in segment.

Dosing info at POP
2007
Wash Habit
Highlight Brand & price in handwash segment
Trading Up
Education on handwash benefits at POP.
261

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NCBP

Glendinning Management Consultants 2007

There are many formats of Tea in the Market ...

Loose Leaf Tea

Modern Tea Drunk Everyday In Home and Office

Pack Leaf Tea

Modern Tea Drunk Everyday In Home and Office

Everyday Tea is the Bulk of the Business ...

Modern Tea Drunk Everyday In Home and Office

Source: Nielsen RA MATNov 2005

Modern Tea Drunk Everyday In Home and Office

Glendinning Management Consultants 2007

Step1: A Shelf Lay Out In Line With The Consumer

Modern Tea Drunk Everyday In Home and Office

Step2: Allocating the Right Space

Reflecting the Future and not the Past

Ev Mod Health &

Ev Trad Green leaf

Ev Trad herbal tea Gifting Tea

Shelf Execution Option:

Tea Shelf Old

Tea Shelf New

Modern Tea Drunk Everyday In Home and Office

Step 3: Simplifying the Range to Create More Value ...

By Cutting the Tail

Tea Cumulative Value by sku within Hyper

Cut the Tail

Modern Tea Drunk Everyday In Home and Office

99 113 127 141 155 169 183 197

Source: AcNielsen Retail Audit &

Step 4: Making it Easier to Buy By Using

Highlight Health &

Using Office Images to link

Using Segment Dividers to Make it Easy to Buy

We Successfully Sold In Our Recommendations At 57 Customers

Modern Tea Drunk Everyday In Home and Office

Modern Tea Drunk Everyday In Home and Office

Before The Project

Modern Tea Drunk Everyday In Home and Office

Category Sales Value Growth Rate %

Y06 TTL Market

Y05 TTL Market

Customer Category Profit Growth Rate %

Customer Inventory Level

Modern Tea DrunkBefore

Lipton Sales Value Growth Rate % 150%

Y06 TTL Market

Lipton Value Share within Customer %

Lipton Share of Space %

Lipton Profit Growth Rate in Customer%

Modern Tea Drunk

What Is A Category Value Driver?

A consumer or shopper-led motivator for

Category Value Drivers

Therefore a Category Value Driver is a relatively long term initiative

The Drivers Can Be Expected To Positively

Bigger Share of a Bigger Market

Meaningful Positive Change in Behaviour

Understanding And Harnessing Value

Category Vision & Drivers Bad Example

3 year target value

Seven category value drivers:

Occasion Based Drivers

Direct Input into the National