Mod 4 Category - Template

BEST PRACTICE ASSESSMENT. MODULE 4: CATEGORY

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 Category 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.

STRATEGY: Direction

* 1. Strategic Business Plan

The extent to which the Strategic Business Plan is communicated to the category team (Customer Teams/National Account Managers) in a way that provides direction for strategic planning (strategy and planning development of the Customer Plans).

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

L1 We do not share a formal strategic business plan, or it is (The Strategic Business Plan is) not communicated through the business.

L2 The Strategic Business Plan are communicated (but usually) ad-hoc and/in part after category strategies are developed, providing some context for tactical activity

L3 The Strategic Business Plan is (usually) communicated after category strategies are developed, providing some context for tactical activity

L4 The Strategic Business Plan is communicated prior to the category strategies are developed and provides some direction for strategic planning.

L5 The Strategic Business Plan is communicated prior to the category strategies being prepared and provides clear direction for strategic planning.

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

Comments

* 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

L1 We develop some annual strategies for the category & these do not guide our own internal shorter term business planning & targets to any great extent

L2 We develop formal 1 year strategies for the category and these guide only our own internal short term business planning & targets

L3 We develop formal 2-3 year strategies for the category and these guide only our internal shorter term business planning & targets

L4 We develop formal 2-3 year strategies for the category and these are important in determining our internal longer and shorter term business planning & targets

L5 We develop formal 3 year + strategies for the category & these are integral to determining our internal longer & shorter term business planning & targets

Comments

* 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

L1 Our category plans and the strategic business plan /marketing plans are developed largely in isolation

L2 Our category plans & the strategic business plan /marketing plans are developed separately and we try and link them afterwards

L3 Our category plans and strategic business plan /marketing plans are developed with some limited consideration of each other

L4 Our category plans and our strategic business plan /marketing plans are developed in parallel but with separate functional teams and with extensive cross communication

L5 Our category plans are developed within the same strategic process with cross functional engagement and are aligned and integrated

Comments

* 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

L1 We do not formally develop a long term agenda

L2 We have a 1-3 year vision for category improvement but it is not expressed formally nor is it widely understood or applied

L3 We have a clear 1-3 year category growth agenda, driven by consumer & shopper insights, which mainly the category people are able to articulate. It has been shared with customers (but is not widely understood in other functions /teams)

L4 We have a clear 1-3 year category growth agenda driven by consumer & shopper insights, agreed with customers, most of the category, marketing & sales team are able to articulate it

L5 We have a 3-5 year or category growth agenda driven by consumer & shopper insights, developed in collaboration with customers, and all functional heads and their teams are able to articulate it

Comments

* 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

L1 We can only consider our strategies in the context of our own brands which usually focus on brand performance goals rather than category growth

L2 Our strategies are built from our own brand perspective but we sometimes look for ways to demonstrate their delivery of category benefits

L3 Our strategies are built from the alignment of our own brand requirements & category opportunities

L4 The start point for our strategy is the need to create category performance improvement and we demand that our own strategies demonstrate clear benefits

L5 We are the champions of driving category performance. All of our major strategies emanate from, and have a proven track record of delivering to category growth opportunities.

Comments

* 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

L1 We present our finished strategies to the buyer and receive feedback, but do not secure joint agreement

L2 We discuss opportunities we have identified with the buyer early in our development process and then subsequently we present our strategies to both buyer and buying management for agreement

L3 We operate at least one early development meeting with a number of our key customer stakeholders, as well as sharing resulting strategies widely for agreement. Our customer views the strategies developed as being partly ‘theirs’ as well as ours

L4 Our strategy planning process fully engages with customers, involving relevant stakeholders within the customer at the situation analysis, strategy development and plan sign off stages to ensure full agreement to and ownership of resulting strategies

L5 Our category strategies are aligned top to top, cascaded through the layers of buying & across customer functions; & ultimately written into our joint business plan agreements

Comments

* 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

L1 We do not have a defined direction for brands in our category

L2 Direction for the role of our Brands is driven more by our Corporate / Brand strategies; against which we stipulate guidelines for the execution of category tactics & major initiatives.

L3 We use our Category Strategies to provide direction for the role of our Brands; against which we stipulate guidelines for the execution of category tactics & major initiatives – but they are not well understood or universally applied

L4 We use our Category Strategies to provide direction for the role of our Brands; against which we stipulate guidelines for the execution of category tactics & major initiatives.

L5 We have retailer alignment to our role in the category, which provides clear direction to the role of our Brands; against which we stipulate guidelines for the execution of category tactics & major initiatives.

Comments

* 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

L1 Our entire tactical focus is on delivering short term volume results.

L2 We have category strategies but only sometimes use them to select & prioritize our tactical activity – focus is usually about achieving short term volume results

L3 We use our category strategies to select and prioritize our tactical activity – most of our plans are created to fulfil these strategies however the agenda regularly shifts to short term volume requirements and we often struggle to get back to our planned tactics

L4 We use our category strategies to select and prioritize our tactical activity – most of our plans are created to fulfil these strategies and when short term considerations change the agenda we rapidly get back to our planned tactics

L5 We use our category strategies to select and prioritize our tactical activity – almost all of our plans are created to fulfil these strategies rather than simply to fulfil short term volume requirements, we rarely are diverted from these

Comments

STRATEGY: Prioritization

* 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

L1 Changes to category strategies and communication of these are left to Category Managers who can change them as they see fit

L2 Changes to category strategies and communication of these require the approval of the Sales or Marketing Director and changes are only approved where there is a judgement that this will benefit the business

L3 Changes to category strategies and communication of these require the approval of the CEO/Managing Director and changes are only approved where there is a shared judgement that this will benefit the category

L4 Changes to category strategies and communication of these require the approval of the Sales and Marketing Director and changes are only approved where there is a compelling sustainable category value benefit

L5 Changes to category strategies and communication of these require the approval of the CEO/Managing Director and changes are only approved where there is a compelling sustainable category value benefit substantiated by objective fact

Comments

* 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

L1 Our category strategies do not influence investment allocation

L2 Or category strategies are informally considered when making resource allocation decisions, but only influence resource allocation to a limited extent

L3 Or category strategies are formally considered and significantly influence the allocation of marketing & sales resources

L4 Or category strategies are fundamental to and determine the allocation of sales & marketing resources

L5 Or category strategies are fundamental to and determine the allocation of total business resources

Comments

STRATEGY: Leadership

* 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

L1 Our category plans do not receive significant support at Executive team level

L2 We prepare detailed written category plans annually that are reviewed, contributed to and agreed by the Sales or Category Director and only they actively remove obstacles and /or facilitate the execution of planned activities

L3 We prepare detailed written category plans annually that are reviewed, contributed to and agreed by the Business Unit Executive team, but only our Sales Director actively removes obstacles and /or facilitates the execution of planned activities

L4 We prepare detailed written category plans annually that are reviewed, contributed to and agreed by the Business Unit Executive team and Sales, Category & Marketing Directors, actively remove obstacles and /or facilitate the execution of planned activities

L5 We prepare detailed written category plans annually that are reviewed, contributed to and agreed by the Business Unit Executive team and all executive team members actively remove obstacles and /or facilitate the execution of planned activities

Comments

* 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

L1 There is little substantive cross functional involvement in the development of our category strategies

L2 We develop our category strategies using limited ad hoc cross functional input from Category /Sales /Operations /Research & Development Functions, but without any significant senior level participation

L3 We develop our category strategies using cross functional teams drawn from at least Marketing /Category /Sales /Operations /Research & Development Functions, with some senior level participation

L4 We develop our category strategies using full cross functional teams drawn from multiple functions with active senior level participation

L5 We develop our category strategies using full cross functional teams drawn from all key functions with board level sign off from all relevant functional heads at each key stage

Comments

* 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

L1 We do not formally develop a long term agenda

L2 We have a 1-3 year vision for category improvement but it is not expressed formally nor is it widely understood or applied

L4 We have a clear 1-3 year category growth agenda driven by consumer & shopper insights, agreed with customers, most of the category, marketing & sales team are able to articulate it

L5 We have a 3-5 year or category growth agenda driven by consumer & shopper insights, developed in collaboration with customers, and all functional heads and their teams are able to articulate it

Comments

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

LEARNINGS: STRATEGY

Sources of Advantage

Improvement Opportunities

INSIGHT: Consumer

* 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

L1 We never immerse ourselves in consumer routines, behaviours & thought processes

L2 We rarely immerse ourselves in consumer routines, behaviours & thought processes

L3 We occasionally immerse ourselves in consumer routines, behaviours & thought processes

L4 We regularly immerse ourselves in consumer routines, behaviours & thought processes

L5 We always immerse ourselves in consumer routines, behaviours & thought processes

Comments

* 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

L1 Our consumer segmentations are either out of date, developed internally based on judgement & intuition, or non-existent

L2 We have a segmentation model that predominately interprets the category against one of: type, needs &/or occasions, based on historic objective qualitative & quantitative satisfaction data

L3 We have a segmentation model that predominately interprets the category against one of: consumer type, needs or occasions, based on current objective qualitative & quantitative data

L4 We have a selection of: consumer type, or needs or occasion segmentation models based on a mix of historic & current objective qualitative & quantitative data

L5 We have consumer type, needs & occasion segmentation models based on current objective qualitative & quantitative data

Comments

* 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

L1 We do not apply a consumer segmentation model when developing category strategies

L2 Our segmentation models are informally considered when developing category strategies but is not often applied with any consistency

L3 Our segmentation models are formally considered when developing category strategies but is regularly overruled by tactical considerations

L4 Our segmentation models are formally considered when developing category strategies which are sometimes adjusted to fit the model

L5 Our segmentation models are a major input in the development of all our category strategies so that everything we do is influenced by the model

Comments

INSIGHTS: Shopper

* 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

L1 We never immerse ourselves in shopper routines, behaviours & thought processes

L2 We rarely immerse ourselves in shopper routines, behaviours & thought processes

L3 We occasionally immerse ourselves in shopper routines, behaviours & thought processes

L4 We regularly immerse ourselves in shopper routines, behaviours & thought processes

L5 We always immerse ourselves in shopper routines, behaviours & thought processes

Comments

* 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

L1 Our shopper segmentations are either out of date, developed internally based on judgement & intuition, or non existant.

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.

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.

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

L5 We have type, needs & mission segmentation models based on current objective qualitative & quantitative satisfaction data, across channels /retailers

Comments

* 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

L1 We do not apply have a shopper segmentation model when developing strategies

L2 Our segmentation model is informally considered when developing category strategies but is not often applied with any consistency

L3 Our segmentation model is formally considered when developing category strategies but is regularly overruled by tactical considerations

L4 Our segmentation model is formally considered when developing category strategies which are sometimes adjusted to fit the model

L5 Our segmentation model is a major input in the development of all our category strategies so that everything we do is influenced by the model

Comments

* 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

L1 We have no capability in usage of Customer loyalty card data

L2 We have limited understanding of how customer loyalty card data can be applied, but cannot access the data anyway.

L3 We are adequately skilled to leverage customer loyalty card data, but are not resourced sufficiently to exploit this source.

L4 We are adequately skilled & resourced to: identify customer specific growth /differentiation opportunities, predict the customer specific impact of proposed initiatives, evaluate the impact of in market initiatives; using customer loyalty card data – but have only sporadic access to the data.

L5 We are adequately skilled & resourced, & are regularly: identifying customer specific growth /differentiation opportunities, predicting the customer specific impact of proposed initiatives, evaluating the impact of in market initiatives; using customer loyalty card data.

Comments

INSIGHT: Specific

* 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

L1 We do not use new insights in our discussions with the retailer to any great extent

L2 We commission studies into consumer and shopper needs to our own agenda and share the insight

L3 We commission our own studies into consumer & shopper needs sharing the insight, agreeing on actions together

L4 We commission studies into consumer & shopper needs jointly with our customers sharing the research planning, process and insight, agreeing on actions together

L5 We commission studies into consumer and shopper needs in broad non brand centric /parochial issues jointly with our customers sharing the research planning, process and insight, agreeing on actions together

Comments

* 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

L1 Your integration of insights from multiple data sources is sporadic & piecemeal and does not lead to compelling category opportunities

L2 Your category strategies tend derive from retrospective analysis of market performance

L3 You have the skills to integrate insights & category opportunities from more commonly used data sources

L4 You have the skills to articulate compelling insights & category opportunities against an integrated bank of consumer, shopper, market, retailer & financial insights – but at a category / market level

L5 You have the skills to articulate category opportunities against an integrated bank of consumer, shopper, market, retailer & financial insights – that dovetail to compelling insights and category opportunities for individual customers

Comments

* 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

L1 We don’t generally research category issues

L2 We occasionally research category issues, but it is a low priority and we have to get the budget

L3 We find the budget to research category issues when we need to and we consult our internal research/marketing insights team on the issues

L4 We have a budget allocated each year specifically to research category issues and we engage the support of an internal/external insight specialist if needed

L5 We have a budget allocated each year specifically to research category issues and we have an insight specialist working with our customers and our sales teams to leverage insights effectively

Comments

* 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

L1 We do not specifically seek to understand comparative categories for relevant learnings

L2 We only examine category trends from our closest competitors and are not often used by our customers as a source of external perspective

L3 We examine category trends and activities in comparative categories on an ad hoc basis, to identify latent and /or emerging opportunities and we are occasionally used by our customers as a source of external perspective

L4 We regularly examine category trends and activities in comparative categories to identify latent and /or emerging opportunities and we are sometimes used by our customers as a source of external perspective

L5 As an integral part of our planning we examine hard data in category trends & activities in the Macro category context ort categories closely related to ours to identify latent and /or emerging opportunities and we are consistently used by our customers as a source of external perspective

Comments

* 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

L1 We do not specifically seek to understand examine global changes for relevant learnings

L2 We only informally examine global changes and are not often used by our customers as a source of external perspective

L3 We examine global changes on an ad hoc basis, to identify latent and /or emerging opportunities and we are occasionally used by our customers as a source of external perspective

L4 We regularly examine global changes to identify latent and /or emerging opportunities and we are sometimes used by our customers as a source of external perspective

L5 As an integral part of our planning we examine global changes to identify latent and /or emerging opportunities and we are consistently used by our customers as a source of external perspective

Comments

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

LEARNINGS: INSIGHT

Sources of Advantage

Improvement Opportunities

PROCESS: Planning

* 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

L1 We do not use our segmentation model in a disciplined way to drive consideration sets definition used in strategy & planning

L2 Our consumer /shopper segmentation model partially defines our current consideration sets, and these needs based insights are an input used in strategy & planning work

L3 Our consumer /shopper segmentation model partially defines our current consideration sets, and these needs based insights are the primary basis used for all strategy & planning work

L4 Our consumer /shopper segmentation model comprehensively defines our current consideration sets, and these needs based insights are an input to the competitive set used in strategy & planning work

L5 Our consumer /shopper segmentation model comprehensively defines our current consideration sets, and these needs based insights are the primary basis used for all strategy & planning work

Comments

* 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

L1 We do not formally validate some of our category strategies with cost benefit analysis

L2 We sometimes validate our category strategies via a basic cost benefit analysis method

L3 We validate some of our category strategies via a standard cost benefit analysis method

L4 We validate high cost category strategies via a detailed cost benefit analysis method

L5 We always validate our category strategies via a detailed cost benefit analysis method

Comments

* 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

L1 We do not maintain a fact base on key customers, and do not consider customer strategy in our plans.

L2 We collect information on our customers category strategies but it is ad hoc and inconsistently completed and utilized.

L3 We have a system for collating & maintaining information about our customers. We review this data, but it may have limited impact on our plans.

L4 We have a system for collating & maintaining information about our customers. We review this data to inform our strategic direction.

L5 We maintain a comprehensive assessment of our customers business & strategies. We use this data exhaustively in our annual planning to incorporate customer needs.

Comments

* 29. Situation Analysis

The extent to which we analyze 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

L1 We rarely review the category to identify opportunities.

L2 We review the category ad hoc, in order to identify ‘stories’ to support our marketing plans.

L3 We review the category annually, but rarely distil insights into opportunities.

L4 We assess category landscape across a variety of data sources annually, to identify growth opportunities.

L5 We regularly assess category landscape through 360 degrees & align focus growth opportunities with customers.

Comments

* 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.

KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice

L1 We do not given the definition of the category any significant consideration

L2 We tend to just go with the generally applied and / or our customer's definition and segmentation of the category

L3 We develop a definition of the category, based on solid market understanding . We have taken our definition to customers, but they may not be aligned.

L4 We develop a growth oriented consumer definition of the category, based on qualitative & quantitative data via proprietary, sources only. We align our definition with key retailers.

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.

Comments

* 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

L1 We do not give the segmentation of the category any significant consideration

L2 We tend to just go with the generally applied and/or our customer’s segmentation of the category

L3 We develop a segmentation of the category, based on solid market understanding . We have taken our segmentation to customers, but they may not be aligned.

L4 We develop a growth oriented shopper segmentation of the category, based on qualitative & quantitative data via proprietary, sources only. We align our segmentation with key retailers.

L5 We develop a growth oriented shopper segmentation of the category, based on qualitative & quantitative data via proprietary, syndicated & retailer sources. We align our definition with retailers.

Comments

* 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

L1 We do not give the role of the category any significant consideration

L2 We tend to just go with the generally applied and/or customer’s selected roles for the category

L3 We develop a category role recommendation, based on solid market understanding . We have taken our recommendation to customers, but they may not be aligned.

L4 We develop a growth oriented category role recommendation, based on qualitative & quantitative data via proprietary, sources only. We align our recommendation with key retailers.

L5 We develop a growth oriented category role recommendation, based on qualitative & quantitative data via proprietary, syndicated & retailer sources. We align our recommendation with retailers.

Comments

* 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

L1 No agreed customer or category strategies are developed

L2 Some of our category strategies are agreed however they do not generally have defined objectives /measures & initiatives

L3 Some of our category strategies are agreed with defined objectives /measures & initiatives

L4 Most of our category strategies are developed and agreed with defined objectives /measures and initiatives

L5 All of our category strategies are jointly developed and agreed with defined objectives /measures & initiatives

Comments

PROCESS: Execution

* 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

L1 We do not provide advice on assortment coverage

L2 We recommend optimal range /assortment to customers based primarily on scan /panel data

L3 We recommend optimal range /assortment to customers based on a combination of syndicated shopper insight and scan /panel data

L4 We recommend optimal current & future range /assortment to customers using integrated proprietary, syndicated, & scan /panel insights – with a view to delivering on category role & unlocking category growth strategies

L5 We jointly develop optimal current & future range /assortment 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

Comments

* 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

L1 We do not provide advice on range /assortment segmentation

L2 We recommend optimal segmentation to customers based primarily on scan /panel data

L3 We recommend optimal segmentation to customers based on a combination of syndicated shopper insight and scan /panel data

L4 We recommend optimal current & future segmentation to customers using integrated proprietary, syndicated, & scan /panel insights – with a view to delivering on category role & unlocking category growth strategies

L5 We jointly develop optimal current & future segmentation 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

Comments

* 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

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

L2 We recommend optimal range /assortment architecture to customers based primarily on scan /panel data

L3 We recommend optimal range /assortment architecture to customers based on a combination of syndicated shopper insight and scan /panel data

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

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

Comments

* 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

L1 We typically develop any category based selling story after finalization of our NPD plans

L2 Our NPD plans are built to deliver category benefits and to meet known category hurdles. Customers are typically not involved until development is well underway.

L3 Our NPD plans are built using our agreed category strategies and to meet known category hurdles. Customers have early input into the evolution of specific initiatives.

L4 Our NPD plans are built using our agreed category strategies and to meet known category hurdles. We share our longer term NPD plans & customers have early input into the evolution of specific initiatives.

L5 Our NPD plans are built using our agreed category strategies and to meet known category hurdles. We share our longer term NPD plans & work with partner customers to prioritize longer term NPD choices. Customers have early input into the evolution of specific initiatives.

Comments

* 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

L1 We do not offer advice on plan-o-grams & layouts

L2 We have developed some recommendations on fixture layouts and have presented these to customers but they are not based on objective insights

L3 We have undertaken research into the shopper’s interaction with the fixture and based on this, recommend changes to achieve category growth objectives, but have not tested this

L4 We have developed new layouts through objective insights, applied these in collaborative trials and have assessed the results in terms of sales performance

L5 We have developed new layouts through objective insights, applied these in collaborative trials and have assessed the results in terms of sales performance, in store observations and quantitative shopper perception behaviour. The learning has been adopted into the roll out.

Comments

PROCESS: Enablers

* 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

L1 We do not review business category performance in terms of supply and demand on a daily basis

L2 Our business category reporting suite incorporates tracking of only financial metrics , but demand and supply issues are highlighted by people

L3 Our business category reporting suite incorporates tracking of both financial and supply chain metrics , but demand and supply issues are highlighted by people

L4 Our business category reporting suite incorporates tracking of financial and metrics only and proactively highlights demand and supply issues

L5 Our business category reporting suite incorporates tracking of both financial and supply chain metrics and proactively highlights demand and supply issues

Comments

* 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

L1 We do not have any specialist analysis infrastructure or regular reporting of data

L2 We have limited analysis infrastructure so executives repeat regular analysis, & we report monthly continuous data as data rather than information

L3 We have limited analysis resources, so executives repeat regular analysis, but we report monthly continuous data as a suite of pre-determined informative analyses rather than raw data

L4 We have adequate analysis resources (people and /or IT tools) that facilitate fact based issue analysis, but we report monthly continuous data as data rather than information

L5 We have strong analysis resources (people and /or IT tools) that facilitate fact based issue analysis, we also report monthly continuous data as a suite of pre-determined informative analyses rather than raw data

Comments

* 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

L1 Our consumer /shopper research is in many places and hard to search

L2 Most of our recent research is in one place

L3 We capture most of our current consumer /shopper insight in an easily accessed library

L4 We capture all current consumer /shopper insight in an manual library that is formally indexed and maintained

L5 We capture all current consumer /shopper insight in an electronic library that is searchable by any relevant variable

Comments

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

Process Enablers
Category performance reporting
Category performance monitoring tools
Insight library

LEARNINGS: PROCESS

Sources of Advantage

Improvement Opportunities

MEASURES: KPI's

* 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

L1 We do not regularly track the sources of category growth

L2 We understand qualitatively the amount of growth in our category but do not attempt to allocate this to specific drivers or causes

L3 We understand the sources of category growth qualitatively and make some speculative assessment of our business’ contribution to this

L4 We track category growth quantitatively and the sources of that growth, but have only a qualitative view of how our business contributes to this

L5 We track category growth quantitatively and the sources of that growth, and report the percentage of contribution to that performance that our business delivers

Comments

* 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

L1 We do not have measures of success against which to track our category performance, instead focusing mainly on our own sales targets

L2 We tend to accept & use our customer’s measurement criteria to track our category performance

L3 We create some measures to track our category performance, which we align with customers, looking mainly at financial measures

L4 We create a broad set of measures to track our category performance in collaboration with our customers looking mainly at financial performance

L5 We co-create a broad set of measures to track our category performance with our customers, looking at both financial & non financial measures

Comments

* 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

L1 Our discussions with our customers are only around our sales/their profit versus target for the year, with remedial actions falling to our side.

L2 We maintain a track of all our scorecard measures and share this with our customer at reviews. However, their primary focus is on our sales /their profit – with remedial actions mainly on our side.

L3 We maintain a track of all our scorecard measures and share this with our customer at reviews. The results are assessed by senior management in both businesses, but the focus is on financial progress and top line category performance. Remedial action happens on both sides.

L4 We maintain a track of all our scorecard measures and share this with our customer at reviews. Results are reviewed at all levels in both businesses and impact remedial actions across measures. Typically, financial actions attract shared focus, non financial actions fall mainly to our side.

L5 We maintain a track of all our scorecard measures and share this with our customer at reviews. Results are reviewed at all levels in both businesses and drive remedial actions from both parties across measures.

Comments

* 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

L1 We do not understand category profitability in any detailed sense and hence cannot take informed action at either a category or organizational level

L2 We have robust Category P& for measuring category profitability for some of our categories and we sporadically monitor this taking action where divisional profitability dips below plan

L3 We have robust Category P&L’s for all of our key categories and we sporadically monitor this taking action where divisional profitability dips below plan

L4 We have robust Category P&L’s to net contribution for measuring category profitability for all of our key categories and we continually monitor this to optimize organizational profitability

L5 We have robust Category P&L’s for measuring true economic value created by all of our key categories and we continually monitor this to optimize organizational profitability

Comments

MEASURES: Management

* 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

L1 We do not use critical paths for projects, it’s usually up to individuals to manage priorities in their own manner

L2 Some people run critical paths for projects, but they are not widely used or shared with key stakeholders.

L3 We usually use critical paths for major projects shared within the immediate project team. Timelines and progress are not usually shared with other key internal stakeholders or customers, except where there are major problems.

L4 We always use critical paths for major projects shared within the immediate project team. Timelines and progress are regularly shared with key internal & customer stakeholders

L5 We always use critical paths for major projects, shared within the immediate project team. Timelines and progress are continuously shared with key internal and customer stakeholders, with visibility and accountability to senior management.

Comments

* 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

L1 Category performance has minimal bearing on individual success.

L2 Category performance is considered in the total assessment of sales executives but has a limited impact or consequences if met /missed.

L3 Category performance measures are a formal part of our measurement and reward system for sales executives. Individuals work to category based targets, but these have secondary impact or consequences if met /missed.

L4 Category performance measures are an important part of our measurement and reward system for sales executives and senior management. Gaps against agreed category targets are seen as important to individual success and drive some impact on consequences if met /missed.

L5 Category performance measures are a key part of our measurement and reward system for sales executives and senior management. Gaps against agreed category targets are seen as critical to individual success, and drive either positive or negative consequences if met /missed.

Comments

* 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

L1 We have no process for tracking implementation of initiatives in store

L2 We do not set formal targets for initiatives and there is no formal follow up /tracking

L3 We set formal targets for initiative implementation and we have regular updates on distribution of product in store.

L4 We set targets for initiative implementation and we have regular updates on distribution of product in store. We track in store implementation

L5 We set detailed targets for initiative implementation (desired timing & broad range of financial / non financial standards). We have regular updates on distribution of product in store and we track in store implementation. We hold timely reviews and implement corrective action if required. We review actual performance against planning assumptions, and document key learning for the future.

Comments

* 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

L1 Members of our senior executive rarely meet with senior retailer executives to review performance

L2 We have top to top meetings with senior retailer executives when they demand it

L3 We organize top to top meetings with senior retailer executives when major issues arise – not multi functional

L4 There are occasional top to top review meetings with multi functional senior retailer executives

L5 There is a regular & formal top to top review schedule with multi level & multi functional representation from both supplier & retailer

Comments

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

LEARNINGS: MEASUREMENT

Sources of Advantage

Improvement Opportunities

PEOPLE: Organization

* 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

L1 We do not have position descriptions for every role in the category team

L2 Position descriptions exist for every role and contain specific outcome responsibilities and authority levels but no specific standard tasks

L3 Position descriptions exist for every role and contain specific authority levels and specific standard tasks

L4 Position descriptions exist for every role and contain specific outcome responsibilities and specific standard tasks

L5 Position descriptions exist for every role and contain specific outcome responsibilities, authority levels and specific standard tasks

Comments

* 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

L1 We rarely hold individuals accountable for performance to specific category initiatives, internally or with the customer

L2 Our customer team is responsible for delivering the forecasted number against the initiative, whilst the category team is responsible for building up the plan and coordinating execution

L3 Our internal category and customer teams are held individually accountable for the implementation of category initiatives and ongoing performance with customers.

L4 Our internal category and customer teams share accountability for the implementation of category initiatives and ongoing performance with customers.

L5 Our internal category and customer teams share accountability with the customer themselves, for the implementation of category initiatives and ongoing performance with customers.

Comments

* 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

L1 Our rewards system is not really linked to performance

L2 Our people rewards system unclearly /subjectively links an individual’s reward to either their individual performance, their team’s performance or both

L3 Our people rewards system clearly & objectively links an individual’s reward to only their team’s performance but not to individual performance

L4 Our people rewards system clearly & objectively links an individual’s reward to only their individual performance but no to team performance

L5 Our people rewards system clearly & objectively links an individual’s reward to both individual & team performance

Comments

* 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

L1 We do not have a succession planning program

L2 Our succession planning is a program for identified performers only and category management capability is not a key factor in promotion to senior sales or marketing positions

L3 Our succession planning is company wide, but category management capability is not a key factor in promotion to senior sales or marketing positions

L4 Our succession planning is a program for identified performers only and category management capability is a key factor in promotion to senior sales or marketing positions

L5 Our succession planning is company wide and category management capability is a key factor in promotion to senior sales or marketing positions

Comments

* 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

L1 We subjectively assess skills on a needs basis from time to time

L2 We subjectively audit skills annually at current versus desired level of skill for both current role only (direct line manager /employee review)

L3 We subjectively audit skills annually at current versus desired level of skill for both current role and likely succession role (direct line manager /employee review)

L4 We objectively audit skills annually at current versus desired level of skill for both current role only

L5 We objectively audit skills annually at current versus desired level of skill for both current role and likely succession role

Comments

* 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

L1 Our business functions operate in silos with very little interaction and quite often cross functional blame emerges

L2 Our business functions sometimes work together but largely in response to a need rather than proactively

L3 Our business functions work together on specific projects where there is a project manager to bring the team together

L4 Our business functions usually collaborate towards achieving customer plans, but are less cohesive in collaborative responses to ad hoc issues

L5 Our business functions consistently collaborate towards achieving customer plans and responding to ad hoc issues

Comments

* 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

L1 Our key buyers doubt the expertise of our sales & category personnel and rarely seek out objective advice on category performance issues.

L2 Our key buyers view some of our category personnel as occasional objective advisors on category performance issues.

L3 Our key buyers view some of our marketing, sales and category personnel as category experts. They frequently turn to us for objective advice on category performance issues.

L4 Our key buyers view our marketing, sales and category personnel as category experts. They frequently turn to us for objective advice on category performance issues.

L5 Our key customer functions view our customer, marketing & category personnel as industry category experts. They consistently turn to us for objective advice on category /business performance issues.

Comments

* 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

L1 Marketers spend little time on customer oriented issues

L2 Marketers generally spend some time on customer oriented issues but mainly when their own projects reach the customer sell stage

L3 Most marketers are regularly exposed to wider customer issues & interface with buyers regularly. However, this not formally embedded and depends on individual inclination.

L4 Our marketers are consistently exposed to wider customer issues & interface with buyers with buyers regularly. Brand plans are built proactively with Category & Sales team involvement, but customer issues are only incorporated downstream of marketing ideas.

L5 Our marketers are consistently exposed to wider customer issues & interface with buyers regularly. Brand plans are built proactively with Category & Sales team involvement, to ensure effective customer orientation.

Comments

* 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

L1 We do have category management people, category strategies and plans are typically developed by brand or sales managers

L2 Our category management people are reactive and tackle issues as and when they arrive

L3 Our category management people have less of a leading role but are active in implementing agreed strategies

L4 Our category management people are take a supporting role in driving strategies and plans in our categories

L5 Our category management people take a leading role in driving strategies and plans in our categories

Comments

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

LEARNINGS: PEOPLE

Sources of Advantage

Improvement Opportunities