Progressive Grocer - August 2017 - 43

It's no longer meaningful to simply look at lift of an
item on promotion. Now we need to know household penetration, what demographic or generational
cohorts engaged in the promotion, and what were the
important affinity items. Our report cards look the
same regardless of what we are measuring, and we
now have a comprehensive view of our business."
With its merchants, Tops stripped away all
administrative functions that would distract from
their focus on their product categories.
On the implementation side, Tops added key
leadership positions that bridge the gap between
merchandising and store operations. "They ensure
seamless execution of the solution planning," Persons
explains. "Added to that, we created key promotionsplanning roles that now effectively pull together input
from the merchants and develop key events."
Tops is also collaborating more closely with vendors. "In general, our goals are aligned and we now
share data, insights and ideas at a higher level than
in the past," Persons says.
"The manner in which Tops has set up our support structure will allow us to have a comprehensive
view of our customers' behavior as well as improve
our alignment with our manufacturer partners," he
adds. "Both of these elements will improve our flexibility and responsiveness to consumers."

CatMan 2.0
The Category Management Association (CMA) has
been rolling out the overhaul of its quarter-centuryold guidelines to tap the reams of shopper insights
that technological advancements have made easy to
access. This new iteration, known as CatMan 2.0,
has been covered at length by Progressive Grocer, most
recently in its 2017 Category Management Handbook,
available online at http://magazine.progressivegrocer.
com/i/758946-2017-category-management-handbook.
CatMan 2.0 and Shopper Solutions Planning are
similar in that they're insights-driven and break away
from old product-focused processes to develop ways
to fulfill consumer need states. The ideas have aspects
that are complementary; retailers can employ tactics
from each that best help meet their goals.
Minneapolis-based CMA has been partnering
with CPG companies to help them leverage CatMan
2.0 principles to develop customized solutions for their
retailer partners. One of these partnerships has been
with St. Louis-based brewer Anheuser-Busch.
A-B's latest initiative, in collaboration with
CMA and Chicago-based market researcher IRI,
has yielded a process to identify the best assortment
for retailers, based on local consumer demands.
"A-B and IRI have for the first time combined
all the new external syndicated data with their
internal proprietary data and breakthrough analytical models to develop this core assortment presentation," says Gordon Wade, director of the CatMan

2.0 initiative for CMA. "It is gold standard."
According to Wade, A-B presented a prime opportunity to employ CatMan 2.0's best-practice process,
because the company possesses high-value data and
internal analytical resources.
"This A-B work is the finest work I have ever
seen, especially in an incredibly complex category
with hundreds of local craft beers, a growing import
business and constrained cooler space, all of which
varies by shopper and store clusters," he says. "What
the new IRI data and the new CatMan 2.0 process
enable is remarkable. What's really new here is the
confluence of the process, remarkable data from IRI,
and a well-led, determined and capable organization."
A-B's Balanced Portfolio Approach, an overarching strategy to drive growth by leveraging all
segments within the category, evolved into Your
Balanced Portfolio Approach, which was the framework to identify the winning elements that topperforming retailers were deploying, explains Adam
Byrne, the brewer's VP of category leadership.
"The core assortment study is essentially the
way to apply the Balanced Portfolio Approach, and
evolves even further to identify the items in the
category with the highest rate of sale and unique
demand," Byrne says. "By deploying the core assortment principles, retailers can ensure they are maximizing their reach with assortment and satisfying a
large portion of demand from shoppers."
The core assortment project encompasses many
aspects of CatMan 2.0 to address "why" and "how"
shoppers are purchasing beer in the store. "The
inclusion of the behaviors, attitudes and perceptions
of shoppers in the project helps ensure growth for
the entire beer category," Byrne notes.
Working with CMA and IRI, A-B identified
four unique store clusters with common shopper
demand patterns: value, premium, import and craft.
Leveraging shopper data and CatMan 2.0 guidelines, A-B helps its retailer customers optimize their
beer assortments in every store by identifying their
"must-have" core items available nationally. On this
foundation, retailers add critical regionally relevant
and purely local items that provide incremental sales
and variety for an optimal assortment, store by store.
This approach optimizes the retailer's alignment between the beer category and store strategy,
ultimately driving total beer category performance
across the grocery channel.
"As retailers are faced with expanding categories,
it is important for them to understand the impact
of expanding item counts within categories, and the
impact on total category efficiency," Byrne says. "By
understanding the core assortment philosophy, retailers can better plan assortment by focusing on the
items with the highest velocity and unique demand,
while offering a balanced assortment to meet the
varying needs of all their shoppers." PG

By deploying the
core assortment
principles,
retailers can
ensure they
are maximizing
their reach with
assortment
and satisfying
a large portion
of demand from
shoppers."
-Adam Byrne,
Anheuser-Busch

August 2017 | progressivegrocer.com |

43


http://magazine.progressivegrocer.com/i/758946-2017-category-management-handbook http://magazine.progressivegrocer.com/i/758946-2017-category-management-handbook http://www.progressivegrocer.com/

Table of Contents for the Digital Edition of Progressive Grocer - August 2017

Contents
Progressive Grocer - August 2017 - Intro
Progressive Grocer - August 2017 - CT1
Progressive Grocer - August 2017 - CT2
Progressive Grocer - August 2017 - Cover1
Progressive Grocer - August 2017 - Cover2
Progressive Grocer - August 2017 - 3
Progressive Grocer - August 2017 - 4
Progressive Grocer - August 2017 - Contents
Progressive Grocer - August 2017 - 6
Progressive Grocer - August 2017 - 7
Progressive Grocer - August 2017 - 8
Progressive Grocer - August 2017 - 9
Progressive Grocer - August 2017 - 10
Progressive Grocer - August 2017 - 11
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Progressive Grocer - August 2017 - DF1
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Progressive Grocer - August 2017 - DF3
Progressive Grocer - August 2017 - DF4
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Progressive Grocer - August 2017 - Cover3
Progressive Grocer - August 2017 - Cover4
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