33 element(s)

Assessing the Profit Impact of ECR

1999.12.07


by ATKearney & PAP Consulting (1999)

Click here to download

The objective of this guidebook is to help ECR partners assess the impact their ECR supply or demand side activities have on operating costs and profits, both internally and for the whole supply chain. The book is intended to be a practical and easy-to-use guide for people with different backgrounds and at different levels in the organisation. To this end it includes:

1. a simple and logical "6-step methodology" which is illustrated by pilot project experiences or business cases and

2. an "activity list and electronic wizard" which is a tool facilitating the mapping of supply chain processes and activities.

This guidebook reflects the work, findings and output of the Profit Impact of ECR task force. Fourteen companies -retailers, wholesalers and manufacturers- with the support of consultants have developed and tested the methodology and tools to endure their applicability in day-to-day business.



Efficient Replenishment Project Phase II: “Working three-gether” - Transport consolidation with the involvement of Logistics Service Providers

1999.11.08


by Roland Berger & Partner (1999)

pub_1999_efficient_replenishment_working_3gether-1Click here to download

The first phase of the ECR Europe Efficient Replenishment project focused on co-operation between manufacturers and retailers. The second phase of the project, the results of which are documented in this publication, integrated third party logistics service providers (LSP) in the replenishment process, with particular focus on transport. ER-techniques need to be applied with due regard for total supply chain efficiency in order to avoid shifting costs from one part of the chain to another. LSP are indispensable partners for true supply chain integration and network management. This publication describes the theory of supply chain integration, the techniques and enablers, as well as a migration path for the integration of LSP. Particular focus is given to three different approaches to consolidation of shipments via LSP, supported by trial simulations.



Efficient Product Introductions – The development of value-creating relationships

1999.10.08


by Ernst & Young (1999)

pub_1999_efficient_product_introductions-1Click here to download

According to this research, manufacturers spend as much as 8 to 16% of net revenues on innovation. Enormous numbers of new products are introduced to the market each year yet within 12 months most have failed. The challenge, and a key aim of this study, lies in knowing how to translate good ideas into successful new products.
The report reviews current practices in new product introduction in the European consumer goods industry, and recommends a new process for Efficient Product Introduction - EPI. The findings are based on a number of sources, including extensive data analysis made possible by the participation of AC Nielsen-Bases, interview-based fieldwork, and the involvement of an EPI Core Team representing major manufacturers and retailers across Europe. This is one of the most extensive projects of its kind to date.
The EPI process is not a "one size fits all" tool. Companies can choose to apply it either selectively or comprehensively. A comprehensive approach has the greatest potential to create brand and category value as well as cost savings, but it involves close collaboration between the trade partners which may or may not be realistic. A selective approach typically involves collaboration in step 4 (joint planning of product launch) and this alone can bring both retailers and manufacturers considerable benefits.
Test results from two pilot projects with European manufacturers and retailers in Italy and Sweden are reported. These projects demonstrate that the EPI process requires some investment in terms of people and time - especially when it is applied for the first time - and therefore requires full support from top management. But after the retailer and manufacturer teams involved have done it once, the lessons learned allow them to repeat the process more swiftly and efficiently in future cycles.



Promotion Tactics - Adding Focus, Adding Value

1999.05.12


by PricewaterhouseCoopers (1999)

pub_1999_promotion_tactics-1Click here to download

Research undertaken by PricewaterhouseCoopers, on behalf of ECR Europe, concluded that promotions are difficult to plan, expensive to execute and complicated to evaluate. As a result, trading partners are beginning to ask themselves why they do them (objectives), whether they are appropriate (tactics) and what they achieve (evaluation). PricewaterhouseCoopers have developed and tested, in 4 pilot projects, an 8-step process that can answer the questions above by enabling trading partners develop, undertake and evaluate tailored Promotion Tactics. Details of the research, the 8-step process and the 4 pilot projects are contained within the ECR Europe report entitled 'Promotion Tactics, Adding Focus, Adding Value'.



How to Create Consumer Enthusiasm – Roadmap to growth

1998.11.08


by Roland Berger & Partners (1998)

pub_1998_how_to_create_consumer_enthusiasm_roadmap_to_growth-1Click here to download

This report considers the growing challenge posed by sectors such as entertainment, sports, health and beauty care for share of disposable incomes. It addresses the necessity for moving beyond immediate satisfaction of existing consumer demands, towards an ability to anticipate or create needs and desires.

A 'Roadmap to Growth', based on case studies, research, workshops and interviews, summarises the strategies adopted by a number of best-in-class organisations, both inside and outside the FMCG sector.

It identifies innovation, reliable information, communication of an emotional dimension and 'co-revolution' along and across the value chain as key strategic levers.

Co-revolution implies co-operation at all levels – involving consumers, employees, alliance partners, and even the social community and the environment – to multiply the opportunities for growth. In this context, cross-strategies between the various sectors are said to be particularly important. These can provide completely new perspectives for the companies involved, and act as catalysts for innovation.

The report concludes that the creation of consumer enthusiasm depends upon employee enthusiasm. Equally, loyal or enthusiastic consumers reward the company with better financial and image results, which in turn have an impact on employee motivation. Success, it maintains, demands total commitment from the whole organisation.



Efficient Assortment Best Practices Report

1998.05.09


by the Partnering Group (1998)

pub_1998_efficient_assortiment-1Click here to download

This report describes a method whereby retailers and suppliers can determine the optimal product offering needed to achieve target consumer fulfilment and enhanced business results within a particular category. A model is proposed comprising four main components:

- assortment as a tactical element in category management
- a six-step process to efficient assortment
- integration of consumer, market, financial and operational data- co-operative trading partner relationships

The central six-step process explanation shows how to set turnover coverage percentage targets in a category; validate products for deletion, retention or addition; finalise the assortment based on this evaluation, and quantify the end result compared with that of the current assortment. Several case studies of actual results achieved through using the model are discussed.

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