33 element(s)

OSA Reloaded - It Matters More - Self Assessment Tool & Presentation

ECR Europe 2011.10.27

OSA has been on the agenda of ECR Europe and the local ECRs in Europe for many years and we have numerous best practice guides, methodologies and tools to implement OSA programmes in companies. However, average out-of-stock rates across the industry have not improved over these last years. The 2008 global study by Gruen and Corsten shows that the current average out of stock rate is still 8.3%, with, of course, notable exceptions in markets where local ECRs or companies have taken the lead in making a difference.
The aim of this supply chain project was to identify and tackle the last remaining hurdles to deliver better shopper availability.




The Consumer and Shopper Journey Framework

ECR Europe 2011.04.07

by ECR Europe, emnos and The Partnering Group  (2011)
Click here to download
The Consumer & Shopper Journey Framework has been developed by representatives from retailing, manufacturing, experts in loyalty card analytics and specialised consultants from the fast moving consumer goods (FMCG) business for ECR (Efficient Consumer Response) Europe.

As the core of this work is the goal of providing a clearer understanding of the changes and their causes that are occurring in the definition of “consumer and shopper value” and how retailers and manufacturers can leverage this understanding in strategies that deliver benefits for consumers and increased sales and profits for retailers and manufacturers. The new definition of “value” is being driven by a host of changes that are occurring in the marketplace, including the dynamics of the new economy, new consumer sociological and demographic changes, the enormous impact of digital communications on our daily lives, a more critical consumer, consumers’ expectations on sustainability, the rise of new health and medical needs, and many more.

...



Packaging Design for Shrinkage Prevention

2010.07.12

by ECR Europe (2010)


Click here to download

The 2003 ECR Europe publication Shrinkage – A Collaborative Approach to Reducing Stock Loss in the Supply Chain stated that: ‘There is an increasing recognition of the scale and extent of the problem of shrinkage in the FMCG sector. In addition, some of the consequences of shrinkage, such as out of stocks and restricted product availability, impact directly upon shopper satisfaction. Reducing shrinkage can also increase sales’.

That report promoted the adoption of the ‘Shrinkage Road Map’ – a simple but effective methodology designed to deliver real benefits to the companies who use it to tackle their shrinkage problems. The report also set out the importance of incorporating this approach into a shrinkage reduction strategy that is itself fully integrated into the overall corporate policy of the company; thus giving shrinkage management the same weight and importance as other functions within the business such as sales, distribution and marketing....



Packaging in the Sustainability agenda: a guide for corporate decision makers

2009.10.05


by ECR Europe & EUROPEN (2009)

Packaging-in-the-Sustainability-Agenda-A-Guide-for-Corporate-Decision-Makers-1Click here to download

The objective of this guide is to help senior corporate decision makers understand the role of packaging in the sustainability programmes of companies. It explains how a holistic approach across the supply chain is necessary to ensure that sustainability decisions regarding packaging do not lead to supply chain disruptions and contribute to the 3 pillars of sustainability: economic, environmental and social.



The ECR Europe sustainable transport roadmap & self assessment tool

2008.12.05


by ECR Europe & Boxwood (2008)

05-pro2Road Map - "Inspiring 100's of Companies to Deliver Fewer Friendlier Miles"
This Road Map Self Assessment Tool contains a list of focus areas that relate to sustainable transport. Intelligent and varied usage of the tool will allow you to take steps in your own organisation to plan for and seek to deliver savings in the distance travelled on the road, and savings in the cost of operating transport. Sustainable Transport Road Map

Challenges
In constructing the Road Map the project team have highlighted a number of challenges that may be encountered on the journey to sustainable transport.  The purpose of the challenge papers is not to provide a solution to the issues that will arise.  The challenge papers highlight the potential issues, and offer practical suggestions that will help companies to reduce the environmental impact of transport in Europe, in a way that is socially and economically sustainable. Combined Challenges...



Jointly Agreed Growth

2008.10.05


by ECR Europe (2008)

jagHousehold Consumption in the 27 European Union member states (EU 27) reached in 2006 over 6.6 trillion Euro, an annual 4% value growth (2.1% volume) and a 2.7 trillion Euro growth over the last 10 years.

In the Eurozone only, household's savings reached 768 billion euro a year in 2006,over 3 & 4 times the level of savings in Japan and USA, demonstrating hereby a huge potential for growth for the grocery industry.

Growing the grocery market, in a sustainable and profitable way for all, by better satisfying shopper and consumer needs is the imperative.

ECR Europe has drafted a user guide for commercial teams, the Jointly Agreed Growth Process (JAG), recommending a 3-year business plan with annual review.

Introduction to JAG JAG Manual Toolkit JAG Templates 



Shelf Ready Packaging (Retail Ready Packaging) Addressing the challenge: a comprehensive guide for a collaborative approach

2006.11.07

by ECR Europe & Accenture (2006)
SRP-coverClick to download:
Full Report (pdf; 1.4 MB)
Executive Summary (pdf; 107KB)
Presentation (pdf; 646 KB)
Case studies
SRP solution assessment tool
SRP business case assessment tool
SRP store audit checklist
Shelf Ready Packaging appears to be one potential solution to address store operations efficiency, shelf replenishment and product availability, visibilty and access. There is currently a multiplication of local and proprietary SRP initiatives in Europe. There is a risk of proliferation of contradictory guidelines, which would endanger the initial vision of bringing more value to the consumer.

This ECR Europe blue book provides guidance on how to look at the introduction of Shelf Ready Packaging (SRP) collaboratively. It is the culmination of 11 months of work by the ECR Europe Shelf Ready Packaging project team, where manufacturers, ECR national representatives and packaging suppliers worked jointly with retailers, ably supported by Accenture.[CUT]

The new blue book provides:


  • a set of guiding principles,

  • a business case methodology to evaluate the potential of SRP and help find the most appropriate solution,

  • functional requirements to ensure a certain degree of harmonisation of SRP across European retailers
    guidance on how to make sure that SRP is well implemented in the store.

  • A set of supporting tools to apply the methodology.


The project co-chairs, Xavier Hua of Carrefour and Bernard Fradin of Kraft Foods are convinced that “this blue book represents a sound basis for further  retailer-manufacturer collaboration on Shelf Ready Packaging and provides the right balance for delivering value to the consumer”.



The Case for ECR. A Review and Outlook of Continuous ECR Adoption in Western Europe

2005.11.07

by ECR Europe, ECR Academic Partnership & IBM Global Business Services (2005)
case_for_ecr_cover_page_2006Click to download:
Executive Summary
Full Report
Presentation

In 2004, ECR Europe was preparing to celebrate its 10th anniversary. The ECR Europe Board commissioned a study – The Case for ECR . The purpose of the study was to review ECR achievement in Europe, to report the progress which had already been made and to estimate the further benefits which could be achieved. In the report presented here you will see that since 1995 3.6% of consumer sales value has been saved through successful ECR adoption in Europe or a €18 billion benefit in cost and inventory reduction; a further 3.3% of retail sales value could be saved by full adoption of ECR, a €28 billion benefit in cost and inventory reduction by adopting fully ECR business practices; potential sales growth of 5% - €42 billion - is available by better meeting shoppers and consumers needs through new product, improved information and service offerings in store ; top tier ECR adopters enjoy 6% better service levels, 5% higher on shelf availability and 10 days lower finished goods inventories than low or non adopters of ECR practices.



Using Traceability in the Supply Chain to meet Consumer Safety Expectations

2004.11.07


by ECR DACH, ECR France & ECR Spain (2004)

With recent food crises in Europe during these past years consumer confidence in product and food safety has become an important issue for manufacturers and retailers. The EU Product Safety Directive and the new regulation on food law require businesses to account for the origin of their products and to track them throughout the supply chain.

This ECR blue book describes best practices at pan-European level to trace products through the supply chain and to allow for efficient crisis management, based on commonly accepted EAN•UCC standards, such as unique identification of products and locations, pallet labelling, standardised messaging and information exchange. It describes product traceability as a supply chain end-to-end process from goods arriving at a manufacturer's factory (e.g. raw material, packaging material) to the finished product purchased by a consumer in an outlet and vice versa. It also includes a section on crisis management between manufacturers and retailers. The blue book is addressed to quality managers, supply chain/ logistics managers, factory and warehouse managers, customer and consumer services, legal departments, communication managers and IT departments.  It will help companies of all sizes comply with current legislation and represents the common denominator of best practices already applied in Europe .  The following subjects are excluded from the scope of this ECR Blue Book: internal traceability systems, feedstuff, allergy inducing substances, agricultural practices including the use of GMO’s, contamination prevention (e.g. pesticides).

Click here to download



Optimal Shelf Availability (OSA) - Increasing shopper satisfaction at the moment of truth

2003.12.20

by Roland Berger Strategy Consultants (2003)
osa

The ECR guidebook on Optimal Shelf Availability shows retailers and manufacturers the importance of improving product availability and the right approach to making significant improvements.

Despite efforts to improve product availability for shoppers and consumers, a satisfactory level has not yet been achieved. A study of seven European countries showed that product availability is between just 90 and 93 percent. At the same time, consumer surveys have shown that consumers consider product availability to be a very important factor. This affects both retailers and manufacturers, as it could potentially lead to considerable financial losses. After all, when consumers find themselves faced with an out-of-stock, they don't necessarily simply switch to another size or form of the product in question; instead, they may switch brand, or even leave the store without buying anything. If that is the case, then retailers lose out on the entire basket.

The report describes how a holistic approach can improve on-shelf availability by as much as 50 percent. The approach consists of seven improvement levers to address the specific root causes identified. However, for any approach to be successful, regular measurement and issue awareness on the part of store management are essential. Successful approaches are described based on case examples at Kraft, Dehaize, DM, Spar, L'Oreal, Cora, Auchan, Nestlé, and many others.

Click here to download the BlueBook

OSA Measurement White Paper



Collaborative POS Data Management

2003.12.15


by Deloitte Consulting (2003)

pub_2003_collaborative_posdata_mgt-1Click here to download

The area of collaborative POS data management between retailers and manufacturers to leverage the full potential of ECR is still relatively unexplored, although everything seems to be available from the technological point of view to exchange POS data successfully.

The ECR Blue Book on Collaborative POS Data Management outlines best practice recommendations that provide a pragmatic approach to POS data management, i.e.:

- Showing where POS data management is necessary (ECR concepts)
- Giving examples of POS data management (case studies)
- Serving as an implementation guide by highlighting how to get started, how to develop, and what to bear in mind

As a result, it will provide guidance for companies interested in setting up starting or enhancing POS data exchange, irrespective of their starting point or size. It will also bridge the gaps that still exist in demonstrating that POS data management is one of the key enablers for almost any ECR activity.



Reusable Transport Items – Organisational recommendations (2003)

2003.12.10


by Centrale für CO-organisation - CCG (2003)

Click here to download

Reusable Transport Items (RTI), crates, pallets and roll cages, represent the "Nuts and Bolts" of the European Fast Moving Consumer Goods (FMCG) Supply Chain. At the end of the previous millennium an increasing variety of equipment, managed in a variety of different ways, was used to handle an expanding catalogue of products, all with the aim of reducing supply chain costs for individual elements within the total supply chain. But different incompatible management systems for RTI have led to market fragmentation and supply chain inefficiencies - standardised methods are needed to organise their distribution and return.

RTI are considered as assets, which need to be tracked & traced through the supply chain to enable their efficient use for all involved parties. RTI may have commercial implications if they are subjected to deposits or fees related to their use. For invoicing purposes RTI have to be accounted separately. To do this, a unique identification of RTI and standardised communication of the related information is required. This report explains how the EAN.UCC-system should be used for this purpose.



ECR Europe's Guide to Collaborative Consumer Relationship Management

2003.11.30

by ECR Europe project team on collaborative CRM (2003)
Download the Bluebook, the toolkit & the presentations: Partner Alignment, Segmentation, Strategy and Tactics Development, Implementation

CRM, which ECR Europe has defined as Consumer Relationship Management, is not currently a collaborative activity engaging retailers and manufacturers within the consumer goods industry. Instead, each party focuses on isolated, mainly internal, CRM activities, which deliver only a fraction of the potential value available. The current economic climate, in which the consumer goods industry is losing share of wallet to other sectors, has led ECR Europe to look deeper into the benefits of a collaborative approach to managing consumer expectations and fulfilling their wishes. The objective of collaborative CRM as a key concept within ECR is to stimulate market differentiation by encouraging the consumer goods industry to adopt and apply a collaboration framework which seeks to create and offer customised personalise consumer value.

The purpose of this ECR Europe guidebook is: to create clarity and transparency in our industry about the concept of collaborative CRM; to define the components of collaborative CRM; to provide direction on how to deploy CRM jointly; to demonstrate the business case for doing this; to provide retailers and manufacturers with evidence that collaborative CRM will become a key differentiating component of consumer value in the industry; and to encourage retailers and manufacturers to start working together on this demand side strategy.



Shrinkage – a collaborative approach to reducing stock loss in the supply chain – now tried and tested!

2003.11.07

by Leicester University & Cranfield Business School (2003)
pub_2003_shrinkage_blue_book-1Click here to download

Back in 2001, the first edition of the ECR Europe shrinkage report quantified the scale and scope of shrinkage due to stock loss in the European consumer goods sector, which amounted to 2.3 % of annual turnover in 2003. The ECR Europe project on shrinkage subsequently analysed the causes of stock loss and proposed a systematic and collaborative approach to reducing the phenomenon throughout the supply chain ("shrinkage roadmap"). This second edition of the ECR Shrinkage Blue Book updates the original report with the introduction of tried and tested methods for shrinkage reduction, including an improved roadmap and the necessary tools to carry out its various steps. The effectiveness of this collaborative approach is demonstrated through its application in five case studies at retailer and manufacturer locations across Europe.



Consumer Direct Logistics

2002.11.07



by Fraunhofer Application Centre for Transport and Logistics (2002)
Click here to download

This publication explores the impact of Consumer Direct Operations on companies’ logistics. It analyses current consumer direct operations and establishes a number of scenarios and their requirements and consequences – a useful guide for those companies looking to establish themselves on the consumer direct market.



European CPFR Insights

2001.12.17

by Accenture (2002)
Click here to download

This report builds on the 2001 ECR Europe CPFR implementation guide and demonstrates how companies are increasingly implementing CPFR in practice. It consists of a series of case studies and provides valuable CPFR insights for companies intending to implement CPFR.



International Council for RTI – Recommendation for the Compatible Stacking of Crates

2001.12.07

by Centrale für Coorganisation (2001)
Click here to download

There is currently an increasing variety of reusable transport equipment, managed in a variety of different ways, being used to handle an expanding catalogue of products, all with the aim of reducing Supply Chain costs for individual elements within the Supply Chain. In their drive to meet the ever increasing and varied demands of their customers, the RTI designers and service providers were introducing more and more mutually incompatible designs, which created barriers to the wider acceptance and use of the very products their customers were demanding. This document tackles the issue of physical compatibility of RTI, with focus on the basic 600 mm x 400 mm crate and it's sub-modules, and the way in which different designs can be made compatible with each other to provide safe handling and stacking throughout the Supply Chain. In future, by following the guidelines outlined in this recommendation, which define the dimensions of the stacking interface between crates, there will be major commercial benefit to the users of RTI, including :
- No longer having to transfer merchandise from one crate to another to achieve safe loading.
- A reduction in product handling damage
- Being able to select the right crate for the product from a variety of designs and suppliers, in the certain knowledge that it will not cause handling problems with other equipment.



Guide to CPFR Implementation

2001.11.07

by Accenture (2001)
Click here to download

The 9 step VICS model for CPFR® is relatively well known in the ECR community. However, actual implementation of this model is not as far-advanced in Europe as one may believe. With the emergence of the B2B exchanges and their focus on CPFR as among the first services to provide, the ECR Europe project team on CPFR® thought that advice on how to implement CPFR® in practice may be useful for the ECR community. To this end the project team has examined the VICS model and has adapted it to business and market conditions in Europe. The result is a hands-on implementation guide which provides companies, at different levels of readiness, with easy to understand advice on how to make CPFR® operational. Particular attention has been paid to the importance of promotions in Europe and the extension of the CPFR® concept to upstream suppliers.



Transport Optimisation

2000.12.27

by ITEM HSG (2000)
pub_2000_transport_optimisation_blue_book-1Click here to download

This report recommends best practices and techniques to make best use of available transport capacity. It aims to maximise vehicle fill and productive time whilst minimising empty runnings. Techniques, such as unit loads optimisation (including pallet height standards), multi-modal transport, vehicle technology, EDI, Supply Chain Optimisation Systems, Consolidation or Efficient Network Design, will help to reach these goals. The report concludes that in today’s environment it is no longer possible to ignore the transport implications of ECR supply chain concepts. Any supply chain decision has to take account of its effect on transport.



Consumer Direct – Shopping in the New Millennium – A collaborative r-e-volution

2000.12.17

by Roland Berger & Partner (2000)
pub_2000_consumerdirect_shopping_in_the_new_millennium-1Click here to download

The Consumer Direct market is still at an early stage and is therefore characterised by a high level of dynamic change and considerable uncertainty about its future shape. Companies may develop new value chains, form alliances with new entrants in the grocery market or choose to raise substantial capital while the appetite for Internet investments is still healthy.

To shed light on this phenomenon, Roland Berger & Partners conducted two studies: the Consumer Direct Europe Study and the Consumer Direct Evolution Industry Survey. The first of these assessed the potential for on-line grocery shopping in Europe and was the largest study of its kind undertaken in Europe. Eleven leading companies from different industries took part, and interviews with over 6,000 consumers from six European countries were conducted.

The Consumer Direct Evolution Industry Survey complements the findings of the Consumer Direct Europe study as it aimed to determine the general awareness of Consumer Direct developments in the FMCG industry in Europe, and ascertained the extent to which the industry is taking active part in this new channel.

The top-line findings of both studies are described in this publication.



Unit Loads Identification & Tracking

2000.12.07

by ITEM HSG (2000)
pub_2000_unit_loads_identification_and_tracking_blue_book-1Click here to download

This ECR Europe Supply Side Project was set up to tackle Unit Load Identification and Tracking (ULIT), a subject vital in any supply chain, not only in the Fast Moving Consumer Goods (FMCG) industry but also in many other sectors. The identification of unit loads is necessary at any point at which they are moved from one location to another along the supply chain or even within a warehouse. Identification then is the natural prerequisite for tracking any kind of goods at any point in time.

The ULIT team - consisting of various representatives of both major manufacturers and retailers – has identified and described the best practice in the field of identification and tracking of unit loads establishing the ECR Europe Report on Unit Load Identification and Tracking. Starting from the basis of industry standards, this document also reports on the actual use of these standards and current practices for ULIT. The observed current processes have been depicted in an comprehensive and substantial cost model, serving as the foundation and the decision tool for the group’s conclusion in identifying and recommending the best practice.



Integrated Suppliers – ECR is also for suppliers of ingredients, raw materials & packaging

2000.11.27

by Fraunhofer Applications Centre for Transport Logistics and Communications Technology (2000)
pub_2000_integrated_suppliers_blue_book-1Click here to download

Integrated Suppliers is a concept for improving the part of the supply chain between manufacturers and their tiers of suppliers of ingredients, raw materials and packaging. By sharing information both parties are able to exercise judgement on costs, quantities and timing of deliveries and production in order to streamline the product flow and to move to a collaborative relationship. The goal of this booklet is to promote the application of the key concepts of Integrated Suppliers in the supply chain. Based on existing case studies spread over Europe and supply chain theory it is demonstrated that suppliers play an important role in "working together to fulfil consumer wishes better, faster and at less costs".



The Essential Guide to Day to Day Category Management

2000.05.10


by Andersen Consulting (2000)

pub_2000_essential_guide_daytoday_catman-1Click here to download

The Essential Guide to Day-to-Day Category Management is the outcome of the ECR Europe Day-to-Day Category Management project, a team of retailers, manufacturers and marketing information providers from across Europe, who pooled their expertise and have transformed category management from a project based approach to a day to day business process.

A "one size fits all" solution is unlikely to work given the widely varying levels of resource, data availability and experience in countries, companies and categories across Europe. The Guide therefore identifies a "continuum solution" whereby a set of key business questions can be answered in different ways - and with different levels of sophistication - appropriate to the situation at hand; guidance is also given on how to find an appropriate position on this continuum.

Although the focus is on answering these key business questions, rather than slavishly filling out templates, a core set of 25 templates is provided as a starting point, along with suggestions for additional and alternative means of analysis. Considerable guidance is also given in the crucial areas of implementation and review. All templates are included in the guide, and they are also freely available to download from the ECR website.

For those new to Category Management, the Guide offers all they need to get started, and for more experienced companies, it offers a new, pragmatic and flexible approach to integrating category management into day-to-day business life.



How to implement Consumer Enthusiasm Strategic Consumer Value Management

1999.12.17


by Roland Berger & Partner (1999)

pub_1999_how_to_implement_consumer_enthusiasm-1Click here to download

"How to implement Consumer Enthusiasm" addresses the challenge of the FMCG industry's declining share of wallet. It identifies the need for FMCG manufacturers and retailers to counteract this challenge in order to generate sustainable and profitable growth. A holistic strategic approach to value creation for consumers is described and a roadmap for its implementation provided.

The holistic approach to Strategic Consumer Value Management brings together the best-practice approaches of leading European FMCG companies in a three-step approach to Consumer Value generation. This approach was jointly developed in workshops and interviews with representatives of leading European FMCG companies and is based on numerous case studies which provide useful industry insights.

It identifies the superior consumer value understanding in its two dimensions of value delivered to the consumer and value received from the consumer as the starting point. On this basis, rule-breaking strategies differentiating four strategic levers can be derived: communication, information, co-innovation and co-revolution. Co-innovation implies cooperation of several partners with the joint objective of bringing about substantial growth to a market by collaborating across the innovation process. Valuable insights into this process are featured in a case study on Johnson & Johnson and Mothercare. Co-revolution implies the involvement of internal and external partners in the management of relevant parts of the value chain in order to achieve broader growth opportunities at reduced costs for all partners. This strategic lever is illustrated by two case studies on Kraft Jacobs Suchard and the Swiss based Le Shop, which is applying co-revolution to its Consumer Direct business.

Following the selection of the applicable rule-breaking strategy levers, excellence in implementation has to be secured. Three areas of excellence have to be distinguished: Employee Enthusiasm, business transformation and in-store implementation. The two fields of effective promotions and efficient merchandising are then detailed and illustrated by case studies on Kraft Jacobs Suchard, GB, L'Oréal, Promodès and others.



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.

...



Efficient Unit Loads

1997.11.08


by A.T. Kearney (1997)

pub_1997_efficient_unit_loads-1Click here to download

Efficient Unit Loads are absolutely key in improving transport, storage and handling efficiency across the total supply chain.

Unit loads play a key role across the supply chain, grouping primary and transport products to facilitate transport and handling.

Used by manufacturers. retailers and service providers, unit loads are key cost drivers. They impact on transport, storage, handling and packaging, which together, represent 12-15% of retail sales price. Developing more Efficient Unit Loads is critical to the success of ECR and is estimated to save 1.2% of retail sales price.

Efficient Unit Loads impact 12-15% of retail sales price. Savings opportunities represent 1.2% of retail sales price.

The Efficient Unit Loads (EUL) project is one of three ECR Europe supply side projects, whose ultimate objective is supply chain integration. This can only be achieved by harmonising physical aspects of the supply chain.

...



ECR Europe Category Management Best Practices Report (1997)

1997.03.31

by The Partnering Group & Roland Berger & Partners (1997)
Category Management offers a means of managing the complex changes that are occurring in consumer needs and shopping behaviour. Integrating four central strategies of ECR - Replenishment, Promotion, Store Assortment and Product Introduction - it provides a working environment whereby the benefits achievable for particular categories can be maximised within a framework of supplier/retailer cooperation. This can act as a driver for change that not only provides cost savings, but also increases turnover, profit and market share....





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