WWA’s new beyond category management model, Shopper Centric RetailingSM has been confidentially presented to a few major retailers in the US. The reaction has been overwhelming…
- Retailer A: “I want the recommendation for a full implementation
plan on my desk as soon as possible.”
- Retailer B: “You are spot-on in your perspective on the industry and the actions
required to change.”
- Retailer C: “We have been thinking about this. You certainly have done a good
job of bringing it all together.”
- Retailer D: “You are in a powerful position…our thinking is incredibly aligned.”
Shopper Centric RetailingSM is defined as the ability to enhance the shopping experience through the shopper centered alignment of strategies, tactics and execution; business processes; merchandising competencies; and performance measures across internal functions
and between trading partners at the “touch point” of the shopper…the store.
Details are confidential…
we will share more information with manufacturers on an individual basis.
Call to schedule an appointment.
This new model overcomes the limitations of category management…
A Major Paridigm Shift
The evolution to a shopper centric business model is a major paradigm shift. It realigns Merchandising and Store Operations organizational structures and processes; it challenges traditional behaviors and performance measures;it requires investment in building Category Manager/Merchant merchandising skills; and it redefines the relationship between a retailer and its suppliers. The magnitude of change is much greater than when we introduced category management in 1991.
Implications on CPG Manufacturers
The evolution to a Shopper Centric RetailingSM model will have significant implications on how manufacturers will conduct business in the future. It will require a closer alignment of sales and marketing; the roles and responsiblities of customer teams,category management, customer marketing and support functions will require realignment, a shopper insights function within sales will be necessary and new skills will be required in several areas. The collaborative process between trading partners will evolve toward merchandising solution ideation sessions and concept development; top-to-top communications and routine sales call processes will need to be completely overhauled. Investment in retailer specific, actionable shopper insights will be a requirement.
In order to keep pace with change it is important to recognize that the future is now. Therefore, every manufacturer should be defining how it plans to evolve to its future state.
Since we are the architects of Shopper Centric RetailingSM, we know exactly what manufacturers must do to prepare for the future.
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