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INTRODUCTION
How to complete this Survey.
The Best Practice Assessment is a review of capability within the business against 5 levels of capability, ranging from a Basic Level (Level 1) to a Best Practice Level (Level 5). The Best Practice Assessment covers 4 Modules: 1. Brand Marketing, 2. Innovation, 3. Category and 4. Customer.
You are rating your organisation’s capability in the Catgegory Module. Each Module has a series of Components including Strategy, Insights, Process, Measures and People. For each question you are asked to rate your Organisation’s capability against that particular Practice, against the 5 Levels of Capability that are defined.
Please choose the Practice Level that accurately reflects the capability your organisation currently has or operates at.
You are also asked to rate the impact for your Organisation of having Best Practice Capability (Level 5) within the business, for each respective Practice.
Once again, 5 choices are available from Impact Rating 1 - Minimal Impact to Impact Rating 5 - Game Change.
You have the option of adding any comments you feel add context to the ratings you provide on either the Level selected or Impact rating chosen. Questions 1 & 2 are mandatory, question 3 is optional.
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* 1. Strategic Business Plan
The extent to which the strategic business plan is communicated to the category team in a way that provides direction for strategic planning
The strategic Business Plan is the 3-5 year blueprint that defines how the TOTAL BUSINESS UNIT will a) Become more profitable (b) Improve its competitive position (c) Efficiently distribute/utilise the shareholder value created. Typically it would include a small number of strategies that remain reasonably consistent over time.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 2. Long Term Strategies
The extent to which Category strategies are developed with a long term perspective and guide shorter & longer term category activities
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 3. Alignment of Business Plans
The extent to which your strategic business plan, category plans, marketing plans and sales plans are developed and integrated within one process – so that all functions are aligned to common goals
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 4. Category Growth Agenda (or Vision
The degree to which you develop a Category Growth Agenda (or Vision) for how you intend to create performance improvement in your key categories
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 5. Category Growth Orientation
The extent to which Category Growth underpins the development of our strategies, and shapes rather than just supports brand performance objectives
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 6. Category Strategies Collaboration
The extent to which category strategies are developed and agreed with your key customers
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 7. Supplier Role & Alignment of Tactics
The extent to which you have a Strategy which defines the roles of different brands in the category and gives direction for brand strategy development and executional priorities and guidelines by category for your customers
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 8. Strategy / Tactics Linkage
The extent to which your strategies drive all planning and tactical activities
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 9. Consistency of Strategy
The extent to which management act as a gatekeeper for category consistency, approving changes to category strategies only where demonstrable consumer, customer, and company benefit exists
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 10. Investment Allocation
The extent to which you utilize your category strategies to plan investment of time and resources (in conjunction with other business imperatives) to maximize effectiveness
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 11. Executive Management Support
The extent to which the executive team are passionate advocates of our category strategies, both internally and externally. This is demonstrated by active involvement and support of category plan content, approval & execution
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 12. Strategy Build Across Functions
The extent to which the cross functional organization is engaged in the strategy development
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 13. Leadership Communication
The extent to which there is functional leadership of category thinking within the business
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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STRATEGY SUMMARY
Strategic business plan Long term strategies Alignment of business plans Category growth agenda Category growth orientation Category strategic collaboration Supplier role & alignment of tactics Strategy/Tactics linkage
Strategy Prioritisation Consistency of strategy Investment allocation
Strategy Leadership Executive management support Strategy build across functions Leadership communication
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| Improvement Opportunities | | |
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* 14. Consumer Immersion
The extent to which you regularly immerse yourself in the needs of consumers, reflecting the motivations behind their purchase of category(s) and how they consume the category
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 15. Consumer Segmentation Model
The extent to which you have up to date (last 3 years), quantified segmentation models of consumer’s types, needs, & occasions –by category & substitutes.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 16. Consumer Segment Application
The extent to which your consumer segmentation model is applied when developing category strategies and tactics across and between channels
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 17. Shopper Immersion
The extent to which you regularly immerse yourself in the needs of shoppers, reflecting the motivations behind their purchase of category(s) and how they physically shop the category
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 18. Shopper Segmentation Model
The extent to which you have up to date (last 3 years), quantified segmentation models of shopper types, needs, & missions – highlighting satisfaction by category /substitutes & differences across channels /retailers.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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L1 Our shopper segmentations are either out of date, developed internally based on judgement & intuition, or non existant.
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L2 We have a segmentation model that predominately interprets the category against 1 of: type, needs &/or missions, based on historic objective qualitative & quantitative satisfaction data. We predominately understand our major channel only.
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L3 We have a segmentation model that predominately interprets the category against 1 of: type, needs &/or missions, based on current objective qualitative & quantitative satisfaction data. We understand our major channel best, but can approximate to other channels.
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L4 We have at least one of: type, needs & missions segmentation models based on a mix of historic & current objective qualitative & quantitative satisfaction data, across channels /retailers
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L5 We have type, needs & mission segmentation models based on current objective qualitative & quantitative satisfaction data, across channels / retailers
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 19. Shopper Segment Application
The extent to which your shopper segmentation model is applied when developing category strategies and tactics across and between channels
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 20. Use of Customer Loyalty Card Data
The extent to which you can tailor understanding of shopper issues /opportunities to retailers using loyalty card data
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 21. Joint Commissioning
The extent to which research is commissioned jointly with your key customers with insights & actions agreed
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 22. Synthesizing and Generating Insights
The extent to which your category team can synthesize data from multiple sources and generate key insights and category growth opportunities
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 23. Leveraging Insights
The extent to which you have the funds & access to category research and specialist knowledge to help you leverage insights effectively with your key customers
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 24. Macro or Comparative Category Learnings
The extent to which you understand and apply learnings from the Macro or comparative categories (ie. categories outside those that you operate in)
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 25. Global Learnings
he extent to which you can tailor understanding of shopper issues /opportunities to retailers using loyalty card data
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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INSIGHT SUMMARY
Consumer Consumer immersion Consumer segmentation model Consumer segment application
Insights Shopper Shopper immersion Shopper segmentation model Shopper segment application Use of customer loyalty card data
Insight Specific Joint commissioning Synthesizing and generating insights Leveraging insights Macro or comparative category learnings Global learnings
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| Improvement Opportunities | | |
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* 26. Defining Competitive Sets
The extent to which your consumer and shopper segmentation models are applied when defining competitive sets (substitutes) for your category. These definitions are used as a fact base for planning
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 27. Validation of Robust Category Strategies
The extent to which category strategies are validate via cost benefit analysis and are insight driven
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 28. Customer Strategy Understanding
The extent to which your business has full and complete understanding of the relevant category strategies of each of your key customers
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 29. Situation Analysis
The extent to which we analyse the category landscape through 360 degrees, to draw insights & implications for strategy formulation.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 30. Category Definition
The extent to which we have a process for developing category definition, based on quantitative & qualitative cross category analysis considering the consumer, retailer, supplier and market place
Please choose the response that most closely fits your assessment of the current status.
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KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice
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L1 We do not given the definition of the category any significant consideration
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L2 We tend to just go with the generally applied and / or our customer's definition and segmentation of the category
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L3 We develop a definition of the category, based on based on solid market understanding . We have taken our definition to customers, but they may not be aligned.
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L4 We develop a growth oriented consumer definition of the category, based on based on qualitative & quantitative data via proprietary, sources only. We align our definition with key retailers.
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L5 We develop a growth oriented consumer definition of the category, based on qualitative & quantitative data via proprietary, syndicated & retailer sources. We align our definition with retailers.
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 31. Category Segmentation
The extent to which we have a process for developing category segmentation, based on quantitative & qualitative cross category analysis considering the consumer, retailer, supplier and market place
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 32. Category Role
The extent to which we have a process for recommending category role, based on quantitative & qualitative cross category analysis considering the consumer, retailer, supplier and market place
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 33. Category Strategy
The extent to which you develop a menu of category strategies, jointly with your key customers, which have defined objectives, measures and initiatives, designed to address the opportunities identified
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 34. Coverage – Range/Assortment Planning
The extent to which you offer objective, insight based range /assortment advice to your key customers, including an understanding of the category role and any agreed category strategies
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 35. Effective Range & Assortment Planning – Application of Segmentation
The extent to which you apply a shopper needs based segmentation of the category in developing an optimum range/assortment recommendation for key customers
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 36. Effective Range & Assortment Planning - Architecture
The extent to which you apply a shopper needs based approach to defining a balanced architecture, taking into account category strategy & opportunities
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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L1 We jointly develop optimal current & future range /assortment architecture to customers using integrated retailer loyalty card, proprietary, syndicated, & scan / panel insights – with a view to delivering on category role, retailer differentiation objectives, & unlocking category growth strategies
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L2 We recommend optimal range /assortment architecture to customers based primarily on scan / panel data
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L3 We recommend optimal range /assortment architecture to customers based on a combination of syndicated shopper insight and scan / panel data
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L4 We recommend optimal current & future range /assortment architecture to customers using integrated proprietary, syndicated, & scan / panel insights – with a view to delivering on category role & unlocking category growth strategies
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L5 We jointly develop optimal current & future range /assortment architecture to customers using integrated retailer loyalty card, proprietary, syndicated, & scan / panel insights – with a view to delivering on category role, retailer differentiation objectives, & unlocking category growth strategies
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 37. Effective NPD Planning
The extent to which you propose NPD initiatives with a category based argument founded on agreed category strategies and category performance opportunities
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 38. Merchandising – Layout Advice
The extent to which you have used insight to develop more effective fixture layouts in your categories, identifying growth opportunities & validating these through trials
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 39. Category Performance Reporting
The extent to which the business has a category performance reporting suite that enables review of financial and supply chain performance and proactively highlights issues
Financial metrics = e.g. Daily sales & gross profit, weekly profit after marketing and monthly trading profit
Supply Chain metrics = e.g. Daily outstanding orders, customer service level, performance vs forecast,br>
Issues = either predictive e.g. out of stocks, obsolete stocks, short deliveries or diagnostic customer or channel that is the cause of significant variance
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 40. Category Performance Monitoring Tools
We have software and/or analysts that facilitate issues based analysis of continuous data (e.g. retail scan, consumer panel, or customer financials). Regularly received data is reported in pre-prepared analyses formats
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 41. Insight Library
Our business captures and records all current shopper insights in a library which is accessible and indexed by topic
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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PROCESS SUMMARY
Process Planning Defining competitive sets Validation of robust category strategies Customer strategy understanding Situation analysis Category definition Category segmentation Category role Category strategies
Process Execution Coverage - range/assortment planning Effective range & assortment planning - application of segmentation Effective range & assortment planning - architecture Effective NPD planning Merchandising - Layout advice Category performance reporting Category performance monitoring tools Insight library
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* 42. Share of Value Created
The extent to which we understand what is driving category growth & the proportion of category growth that we have driven
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 43. Category Scorecard
The extent to which you agree with your customers on what you are aiming to achieve for the category, and the ways to measure and track progress together
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 44. Use of Scorecard
The extent to which agreed performance measures are used to track performance and instigate remedial action, monitored by senior management
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 45. Category Specific P&L Statements
The extent to which your business understands the true economic value added created by each of your brands and continually monitor this to optimize brand & portfolio profitability
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 46. Critical Path Planning
The extent to which you operate with critical path planning on major projects which are shared with internal & external stakeholders
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 47. Accountability For Shared Scorecard Performance
The extent to which your executives are held accountable for the shared (customer relevant) category performance measures as well as internal KPIs
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 48. POP Execution Tracking
The extent to which you set and track category execution objectives, in order to implement corrective action if needed
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 49. Category Reviews
The extent to which you engage in top to top reviews in which your senior executive takes a “hands on” approach to evaluating the effectiveness of category planning, working directly with major retailer executives to do this
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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MEASURES SUMMARY
Measures KPI's Share of value created Category scorecard Use of scorecard Category specific P&L statements
Measures Management Critical path planning Accountability for shared scorecard performance POP execution tracking Category reviews
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* 50. Position Descriptions, Responsibilities & Authority Levels
The extent to which Position Descriptions exist for roles in the category team, defining: Specific outcome responsibilities; Specific decision making authority levels (to $ value); Standard tasks expected within roles
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 51. Performance – KPI Accountability
The extent to which your category and customer teams share accountability for the implementation of initiatives with key customers
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 52. Performance Link To Rewards
The extent to which we reward our people for both individual & team performance
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 53. Succession Planning
The extent to which succession plans exist in Category Functions as part of a company succession strategy.
Demonstrated capability in category management is a significant factor in succession planning for any sales or marketing role that reports to a functional leader (e.g. Sales Director)
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 54. Objective Skill Audits
The extent to which you have annual skills audits that include objective assessment techniques (e.g. reviews of actual work examples, interviews by specialists etc.) and readiness for future roles
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 55. Cross Functional Working
The extent to which your functions work together in executing category plans and respond to ad hoc category issues
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 56. Seen As Category Consultants
The extent to which your business is viewed by your customers experts, the source of knowledge for each of your categories
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 57. Customer Oriented Marketers
The extent to which brand managers are well versed with customer needs & issues
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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* 58. Role Of Category Management People
The extent to which the people responsible for category management take the leading role in driving category strategies
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge 4 Step Change, 5 Game Change
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PEOPLE SUMMARY
People Organisation Position descriptions, responsibilities & authority levels Performance - KPI accountability Performance - Link to rewards Succession planning Objective skills audits Cross functional working Seen as category consultants Customer oriented marketers Role of category management people
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| Improvement Opportunities | | |
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