Modelo de Negocio Canavas-Quid Novi

Business Model Canavas
Ms all del modelo de Negocio Canavas

(Canavas + Elecciones Ganadoras + Lean Startup)
Propuesta de
Valor
Su
es la forma en que ustedes

obtienen
atencin
Modelo de
Negocio
Su
es la forma en que ustedes

obtienen
inters
La triste realidad :-(

9/10 Startups desaparecen
58 ideas = 1 xito
66% cambian el plan A
Muchas Startups fallan

porque crean un
producto que
nadie quiere
Algunas iniciativas para innovar o desarrollar

nuevos productos tenan xito pero dependan del
nivel de
certidumbre de la
informacin
Lo que nos
enseaban
los
acadmicos
Lo que
aprendan los
ejecutivos
Algn
parecido
entre
ambas?
Culpables por el
homicidio temprano de
productos y
servicios
Un nuevo modelo que

te permite Fallar,
ajustar y tener
xito
Canavas + Elecciones Ganadoras + Lean Startup son

procesos que permite iterar desde el Plan A, a
un plan que funciona en el

mercado que nos conviene!!
n emprendedor que usa la innovacin en modelos de negocio
para iniciar o redefinir su empresa debe seguir una ruta especifica.

Los pasos se establecen con el objetivo de explorar a profundidad
la creacin de valor y su conversin en riqueza. Un diseo de este
tipo establece los siguientes pasos a seguir:
1 Definir el producto o servicio que dar un beneficio claro y diferenciado a un mercado meta especfico.
Identificar cmo llevar ese producto o servicio al mercado que desea servir.
Analizar la viabilidad financiera de la aventura, si esta es viable se procede al siguiente paso; si no lo es se
regresa al primer paso para redefinir o se elimina el proyecto.
Obtener los recursos (talento, dinero y tecnologa) para desarrollar su producto a bajo costo. Aqu
aparece el plan de negocios.
Desarrollar un proceso comercial eficiente
Realizar las mejoras en base a la retroalimentacin del mercado
Ningn plan de
negocio sobrevive
al primer contacto
con el cliente
Sujetarse a un
documento de
planeacin funciona en
escenarios con bajo nivel
de incertidumbre NO
para un contexto de
arranque.
Los planes fallan en los
arranques
Es el modelo de
negocio,
ESTUPIDO!
Actividades clave
7 mediante
la realizacin de una
serie de actividades
fundamentales
Propuesta de valor
Trata de resolver problemas de
los clientes y satisfacer las
necesidades del cliente con
propuestas de valor
Relacin con el cliente

se establecen y mantienen con cada
segmento de clientes
Red de partners
Uno o varios segmentos

de clientes
Algunas actividades se
externalizan y algunos
recursos se adquieren
fuera de la empresa
Estructura de costos
Los elementos del modelo de negocio
dan como resultado la estructura de
costos.
Segmentos
de clientes
Recursos clave
son los medios necesarios para
ofrecer y entregar los elementos
descriptos anteriormente
Canales de distribucin y
comunicaciones
Las propuestas de valor se entregan a
los clientes a travs de la
comunicacin, la distribucin y los
canales de venta
Flujos de ingreso
Los ingresos son el resultado de
propuestas de valor ofrecidas con
xito a los clientes.
Actividades
clave
Propuesta de
valor
Relacin con
el cliente
Red de
partners
Estructura de
costos
Segmentos de
clientes
Recursos
clave
Canales de
distribucin y
comunicaciones
Flujos de
ingreso
Actividades clave
7 mediante
la realizacin de una
serie de actividades
fundamentales
Propuesta de valor
Trata de resolver problemas de
los clientes y satisfacer las
necesidades del cliente con
propuestas de valor
Relacin con el cliente

se establecen y mantienen con cada
segmento de clientes
Red de partners
Uno o varios segmentos

de clientes
Algunas actividades se
externalizan y algunos
recursos se adquieren fuera
de la empresa
Estructura de costos
Los elementos del modelo de negocio
dan como resultado la estructura de
costos.
Segmentos
de clientes
Recursos clave
son los medios necesarios para
ofrecer y entregar los elementos
descriptos anteriormente
Canales de distribucin y
comunicaciones
Las propuestas de valor se entregan a
los clientes a travs de la
comunicacin, la distribucin y los
canales de venta
Flujos de ingreso
Los ingresos son el resultado de
propuestas de valor ofrecidas con
xito a los clientes.
Actividades
clave
Propuesta de
valor
Relacin con
el cliente
Red de
partners
Estructura de
costos
Segmentos de
clientes
Recursos
clave
Canales de
distribucin y
comunicaciones
Flujos de
ingreso
REDES DE PARTNERS
ACTIVIDADES CLAVES
OFERTA
RELACIONES
CON LOS CLIENTES
CANALES DE
DISTRIBUCIN Y
COMUNICACIN
RECURSOS CLAVES
ESTRUCTURA
DE COSTOS
FLUJOS DE
INGRESOS
SEGMENTOS
DE CLIENTES
Tome tiempo para

pensar en
posibilidades y
alternativas
La misma tecnologa, producto o

servicio, puede tener numerosos
modelos de negocio
Intenta esbozar modelos de negocio

alternativos preguntndote a ti
mismo
Transaccional vs.
Ingresos recurrentes
Producto vs. servicio

Escala vs. alcance
Mercado de nicho vs. Ventas directas vs. Ventas

Mercado masivo
indirectas
Gastos de capital vs.

Asociacin
Ocano azul vs.

Ocano rojo
Abierto vs. cerrado

Ajustado vs costos
variables
Preguntas difciles
Adquisiciones vs.
retenciones
Un segmento de mercado
vs. Otro segmento de
mercado
Pagado vs. gratis
Distribuido vs. centralizado
Humano intensivo vs.

Sistema intensivo
Fsico vs. virtual
Disruptivo vs.
incremental
Derechos de autor vs.

Izquierdos de autor
Artesanal vs.
Produccion masiva
Out sourcing vs in
sourcing
Publicidad vs. ventas
Solamente has una primer eleccin

despus de hacer un prototipo y pensar
a travs de varios modelos
Cuntas
formas hay de
comercializar
una taza de
caf?
Cunto ms pagan los Suizos

por una taza de caf si se
compara con una dcada antes?
Entre 600%
y
800% ms
Nespresso
cambio el
modelo de
negocio para
el expresso
RESULTADO
Desarrollar
contenedores para
reciclado
RESULTADO
Uno de los negocios

con mayor
crecimiento de Grupo
Nestl
Crecimiento promedio
de 30% anual desde
2000
Ventas globales de ms
de 3.8 Billones de
dlares
B2C
Distribucin
Marketing
Fabricantes de
Maquinas de Caf
Maquinas de
Nespresso
Cultivadores
de Caf
Capsulas de
Nespresso
Caf
Canales de
distribucin
Patentes
Capacidad de
fabricar Capsulas
Nespresso
Clubs
Hogareos
Gente de
negocios
Correo
(e-correo)
Retail
Nespresso.com
Tiendas
Nespresso
Call Center
Produccin
B2C
Distribucin
Marketing
Maquinas de
Nespresso
Capsulas de
Nespresso
Sin embargo Nespresso estuvo

a punto de fallar en 1987
Modelo de Negocio Nespresso 1987

Fabricante de
Maquina
Sistema
Nespresso
Oficinas
JV con Fabricantes
de Maquinas
Ahora Nestl esta construyendo

un portafolio de productos con
su negocio de Caf
Su idea de modelo
de negocio es solo
un grupo de
hiptesis
Un modelo de negocio debe lucir genial en papel
pero se honesto con

lo que es
solamente un grupo de hiptesis
entonces necesitas salir

del edificio y
Probar cada hiptesis (por ejemplo, con clientes)
A este proceso de prueba del modelo de negocio se le

llama Desarrollo del Cliente
Descubrim
iento del
cliente
Validacin
del cliente
pivote
Creacin
de clientes
Construcci
n de la
compaa
Dos diferentes fases
Bsqueda
Descubrim
iento del
cliente
Validacin
del cliente
Creacin
de clientes
pivote
Ejecucin
Construcci
n de la
compaa
Y comienza con
verificando cada hiptesis
Descubrimi
ento del
cliente
Validacin
del cliente
Pivote
Creacin
de clientes
Construcci
n de la
compaa
Prueba tus hiptesis
Producto
Tipo de mercado
competencia
Prueba tus hiptesis
Problema
Cliente
Usuario
pagos
Prueba tus hiptesis
Canal
Problema
Creacin de la
(cliente)
(problema)
Producto
demanda
Tipo de mercado
competencia
Validar modelo de
negocio
Cliente
Usuario
canal
pagos
Modelaje de precio
Para lograr esto,

necesitaras un especial y
gil
Equipo de desarrollo de clientes
Un equipo que
Salga del
edificio!
para probar y adaptar su modelo
Canal
(cliente)
Adaptacin gil
del modelo de
negocio
(problema)
Problema
Creacin de la
Producto
demanda
Tipo de mercado
Equipo de
desarrollo de
clientes
competencia
Validar modelo de
negocio
Cliente
Usuario
canal
pagos
Modelaje de precio
Necesitas adaptar el modelo de negocios

hasta que puedas probar que funciona
Descubrimi
ento del
cliente
Validacin
del cliente
pivote
Creacin
de clientes
Construcci
n de la
compaa
Cmo pruebo que el modelo

de negocio funciona?
Un ejemplo de
prueba es
concluyendo la
ventas de un mnimo conjunto de caractersticas

viables (MVP)
Este proceso de adaptacin

se conoce como
El Pivote
Descubrimi
ento del
cliente
Validacin
del cliente
pivote
(repite * hasta que se pruebe)
Creacin
de clientes
Construcci
n de la
compaa
Tienen
una prueba
objetiva?
Felicitaciones!
Terminaste el
proceso de
bsqueda
NO construya su
compaa hasta
que haya
comprobado su
hiptesis
O arriesgars
Quemar dinero mientras buscas

por un modelo de negocio
funcional.
Ejecucin NO ES
bsqueda
Ejecucin sigue a
la bsqueda
Solo entonces ejecuta:
Escala tu
mercadotecnia
Descubrim
iento del
cliente
Validacin
del cliente
Creacin
de clientes
pivote
Ejecucin
Construcci
n de la
compaa
Y construye tu estructura
organizacional
Descubrim
iento del
cliente
Validacin
del cliente
Creacin
de clientes
pivote
Ejecucin
Construcci
n de la
compaa
Insights
(sustantivo interiorizacin) buscando informacin
en el corazn y la mente de nuestros clientes
Assumptions
Porque los insights son importantes:

1.- La mayor parte de la creacin de valor proviene de hacer cosas nuevas
2.- Hacemos cosas nuevas (innovamos) cuando aplicamos nuevos conocimientos
3.- La Innovacin toca todas las partes del negocio
Nuevos productos
Nuevas Marcas
Comunicacin de marca
Actividades promocionales
Iniciativas de Distribucin y Disponibilidad
La innovacin es una estrategia solo cuando crea valor
Innovacin = Insights + ideas + impacto
Cmo definen otras compaas insights:

Un insight es la idea generada de multiples fuentes; no es una
reinterpretacin de informacin existente, sino la creacin de
una hiptesis o de un concepto basado en investigacin
profunda
Un insight resulta de la combinacin de muchas piezas de
informacin que crean un conocimiento que puede ser usado
para incrementar el consumo
Un insight es algo que tu conoces y tus competidores no
Cmo encontrar Insights que generen valor

a mi negocio?
1.- Llevandonos cerca, muy cerca de la gente que nos consume y compra ...
Dondequiera que esta se encuentre
2.- Los insights generan innovacin ... Y la innovacin genera valor
3.- No estamos solos en el mundo de insights ... Muchos productos y marcas han
transitado por este camino
4.- Innovacin = Insights + ideas + impacto
Telfono Celular:
1.- Acabamos de ser contratados por una compaa de telfonos celulares que
intenta expandirse en Mxico.
2.- Nuestra tarea consiste en venir con un nuevo producto, servicio o
programa de comunicacin que genere compra o uso incremental.
3.- Comparta con los dems lo que usted sabe sobre el mercado de telfonos
celulares.
4.- Comparta con los dems lo que usted sabe sobre como usamos celulares.
5.- Comparta con los dems lo que otros dicen sobre el uso de sus telfonos
celulares y cmo los usan
6.- Agrupe estas observaciones en temas especficos y establezca afinidad en
lo que les impulsa a usar, pensar o desear.
7.- Combiene algunos de ellos y trate de llegar al corazn del porque la gente
lo hace...esas son plataformas de insights.
Tipos de informacin que obtendremos
Observacin e Informacin
Plataforma de insights:
(Basada en experiencia)
En esta parte deber agrupar la
Quien ?
informacin recabada en grupo de
Que ?
Cuando ?
temas relevantes
Posibles explicaciones:
En esta parte deber intentar
responder:
Porque ?
Porque las plataformas de insights son tan

importantes?
Nos conducen ms all de la informacin de primera mano y del primer nivel
de explicaciones de hecho podemos accesar informacin que nadie jams ha
tenido
Creamos nuevas ideas o artculos que los dems dificilmente podran imitar en el
corto plazo
Ofrecemos nuevas cosas que representan un paso adelante en lugar de rendimientos
incrementales
Utilizamos el nuevo conocimiento de una forma diferente para generar valor a lo
largo del camino
El Mundo de
Alice
Quin es Alice?
Alice es una persona curiosa que nos plantea la
importancia de ir por informacin al nivel ms
profundo posible.
Alice tiene trensas y son largas porque eventualmente
las utiliza como antena
Escucha intensamente, observa con gran interes y

habla con poder de conviccin
Brazos y piernas son largas porque ella permanece en
actividad
Presentamos a Alice
Aling... (Alinea) Interga los insights con nuestras necesidades estrategicas y metas
Leverage... (Apalanca) Usa la informacin que tenemos al alcance de la mano

Immerse... (Sumergete) En el mundo del consumidor y comprador
Connect... (Conecta) Informacin y Observacin con Insights reales
Execute... (Ejecuta) Usa los insights para realizar actividades innovadoras
Aplicando el mtodo Alice
Aling:
Define las necesidades del negocio. Nuestros insight
deben de estar completamente alineados con la estrategia del

negocio. Tambien significa tener el equipo correcto en el lugar
correcto y asegurarnos que todos trabajen en la misma
direccin
Leverage:
Tenemos un amplio conocimiento del tema.
Usemoslo! Puede ser informacin en nuestros cerebros,

archivada en viejos reportes o informacin que poseen colegas
o gente que recien se incorporo al negocio. Solo pregunte.
Immerse:
Este es el corazn del proceso, escuchar y hablar
con gente real a quienes les importe nuestros consumidores,
clientes y/o compradores ( o los potenciales). Esto no significa

pagarles a otros para que lo hagan, significa tomar posicin
con ventaja al hacerlo nosotros mismos.
Connect:
En
esta
etapa
deberemos
integrar
toda
la
informacin recabada, entender que es valioso HOY y que
podra ser valioso MAANA. Este paso debe describir

perfectamente el pensamiento y los sentimientos de nuestros
consumidores.
Execute:
No solo es bueno tener insights, debemos usarlos
conviertiendo ideas en acciones de negocio que nos permita

crecer y generar valor
Seleccin de estrategias
ganadoras
Todos pueden competir, pero solo uno puede ganar
Qu hacen los ganadores?
Seleccin de estrategias ganadoras

Reflexin inicial
1. Qu factores debo considerar antes de competir?
2. Qu hacer para minimizar el riesgo de fracaso?
3. Cmo puedo seleccionar el mercado meta?
4. Cmo puedo seleccionar el canal de distribucin?
5. Cmo evaluar la atractividad de los segmentos para competir
por las utilidades?
6. Por qu es importante la integracin comercial para
competir?

Cadena de valor genrica
Cadena de valor: En los libros de contabilidad se refleja esencialmente un incremento terico del valor sobre y por
encima del costo inicial. Generalmente se supone que este valor debe ser superior a los costos acumulados que se han
"agregado" a lo largo de la etapa del proceso de produccin. Las actividades del valor agregado real (AVAR) son aquellas
que, vistas por el cliente final, son necesarias para proporcionar el output que el cliente est esperando. Hay muchas
actividades que la empresa requiere, pero que no agregan valor desde el punto de vista de las ventajas para el cliente
(actividades de valor agregado en la empresa o VAE). Adems, existen otras actividades que no agregan valor alguno,
por ejemplo, el almacenamiento.
Modelo de Porter
Margen
Margen
P
R
E
C
I
O

Etapas y elementos en la seleccin de estrategias

Etapas en la seleccin de estrategias ganadoras I
Eleccin 3
Eleccin 1
Eleccin 2
Dnde jugar?
Cmo ganar cambio de conducta
Cmo jugar - Posicionamiento?

Recordacin
Cuales son los consumidores

meta?
Consumidores
Consumo
Cmo activamos a nuestros

consumidores meta para que
consuman mas de nuestras
marcas?
.
.
.
Canales/
Clientes
Cmo posicionamos nuestas

marcas en los consumidores
metas?
Compra
Punto clave
de
alineacin
Punto clave
de
alineacin
Punto clave
de
alineacin
.
Cuales son los clientes y
canales metas prioritarios?
Cmo desarrollamos
propuestas ganar-ganar para
nosotros y nuestros clientes y
canales meta prioritarios?
Cmo apalancamos nuestras

propuestas ganar ganar con
clientes y canales meta mediante
propuestas para influir en los
consumidores en la compra de
nuestras marcas?

Etapas en la seleccin de estrategias ganadoras II
Cuales son las
oportunidades
comerciales alineadas?
Consumer
Segmentation
Cuales son los

Consumidores
meta
prioritarios?
2549
1824
H igh
SocioSocio economic
Class
Clas s
Low
SocioSocio economic
Class
Clas s
H igh
igh
H
SocioSocio economic
economic
Class
Clas s
Class
Low
SocioSocio economic
Clas
Clas ss
H igh
H ealth
Concern
Low
H
H ealth
ealth
Concern
Concern
50+
Kids
No Kids
M ale
Female
M ale
Consumer Assessment
Tool
Female
I
E
Confidential
WORKING
DRAFT
FOR
DISCUSSION
Consumer Segment Assessment Tool

H
Segment Attractiveness
Size
Eetz Performance
Profitability
Estimated
%
Segment
Last 3 ExpValue Years ected Profitability
(Average EP
(GSV)
per tonne)
%
Vol.
Quantitative Supporting Data
Segment
Growth
17.7% 17.9% 4.9%
5.6%
4,044
Eetz
Category
Growth
Size
%
Vol.
Profitability
Ability to Win
(1=Low, 5 High)
Eetz Share
Different
Current Compelling and Better
Last 3 ExpEP per
to
than
Vol. Value Years ected tonne Segment? Competitors
Share Share
?
%
Value
(GSV)
17.1% 17.5%
25.5% 3.8% 5.2%
Ability to
Deliver
What
Segment
Wants?
Estimated
Future EP
Top
Initial
Priority
Choices
Matriz de priorizacin de
oportunidades comerciales
4,010
Confidential
WORKING
DRAFT
FOR
DISCUSSION
Commercial Opportunity Prioritisation Matrix

Confidential
Number of Outlets
Level of Fragmentation
100.0%
32.8%
22.6%
100.0%
33.4%
21.1%
162
2,433
1,444
4.1%
4.4%
Top 3 Reasons for Channel Usage
1,573
70%
85%
Eetz Lights
7.8% Svensk Organics
8.6% Eetz Lights
10.9%
Svensk Organics
6.5% Yog Delight
7.9% Simply Eetz
9.9%
Svensk Drinks
6.2% Yog Squeezeasy
6.3% Sundae Cups
6.8%
Yog Delight
6.1% DairyLove Fruit Lovers
DairyLove Fruit Lovers
5.8% Svensk Drinks
6.2% DairyLove Muesli Lovers
Eetz Lights
9.5% Eetz Lights
11.5%
Svensk Organics
7.4% Yog Delight
8.4% Simply Eetz
9.4%
Svensk Drinks
7.3% Svensk Drinks
7.2% Sundae Cups
7.5%
Yog Delight
6.6% Yog Squeezeasy
5.1%
DairyLove Muesli Lovers
4.8%
I can find all the products I want
24% I can find all the products I need
30% Prices are low
45%
Prices are low
22% Offers a wide range of choice
26% Offers everyday items
23%
19% Is a pleasant place to shop
22% Offers high quality goods
20%
100.0%
32.8%
22.6%
100.0%
33.4%
21.1%
162
2,433
1,444
4.1%
4.4%
5.0%
4.5%
Top 5 Brands Purchased (by Value)
33.3% 4.0% 5.2%
2,681
25.4% 24.4%
EP, d%
6.3%
28.2%
2,977
1,573
70%
85%
8.6% Eetz Lights
10.9%
Svensk Organics
6.5% Yog Delight
7.9% Simply Eetz
9.9%
Svensk Drinks
6.2% Yog Squeezeasy
6.3% Sundae Cups
6.8%
Yog Delight
5.8% Svensk Drinks
Eetz Lights
9.5% Eetz Lights
11.5%
Svensk Organics
7.4% Yog Delight
8.4% Simply Eetz
9.4%
Svensk Drinks
7.3% Svensk Drinks
7.2% Sundae Cups
7.5%
Yog Delight
6.6% Yog Squeezeasy
5.1%
4.8%
30% Prices are low
45%
Prices are low
23%
20%
5.0%
SCF-BCC BCC Event Tools 15 February 2005-SK
Copyright 2005 Monitor Company Group, L.P. Confidential LON
16
4.5%
EP, e%
EP, a%
Eetz Lights
Is convenient
2,713
29.1%
26.0%
76%
5.6%
5.8%
4.4%
25.5%
3,023
20.1% 19.3% 5.1%
EP, c%
EP, a%
EP, b%
Is convenient
480
Low
100.0%
Discounters
450
Low
100.0%
Top 5 Brands Purchased (by Volume)
Commercial Opportunity Prioritisation Matrix
Channel pre-reading
Supermarkets
20,270
Medium
4.0%
% of Volume
E
E % of Sales
T Current EP per tonne (NNC)
Z
Weighted Distribution
28.2%
2,977
76%
29.1%
26.0%
3,023
6.3%
25.5%
100.0%
Y C % of Volume
O A
G T % of Sales
U E Annual Revenue / Store (000 NNC)
R G
T O Avg. Volume Growth Last 3 Years
R
Y Avg. Volume Growth Expected
5.8%
4.4%
100.0%
Information Centre
Overall
480
Low
4.0%
% of Volume
E
E % of Sales
Z
Discounters
450
Low
Channel pre-reading
Supermarkets
20,270
Medium
Y C % of Volume
O A
G T % of Sales
R G
R
Information Centre
Quantitative Channel Information
Information Centre
Overall
Number of Outlets
Ability to Win with Channels / Customers
Information Centre
Confidential
1
SCF-BCC Dec 6-8 BCC Prototype 12/2004-MC
52
Bubble size equals value

of segment in channel
Ability to Win with Consumers
52
EP equals current EP
x% equals estimated
growth rate
SCF-BCC Tools Overview 4 Jan 2005-SK
Channel Market map
Cules son los

Canales /
Clientes meta
prioritarios?
24
Apoyando el dialogo de alineacin

Confidential
Channel / Customer
Assessment Tool
Eetz Nordia
Indirect Sales / D istribution
D irect Sales / D is tribution
(Wholesalers and D is tributors )

8%
WORKING
DRAFT
FOR
DISCUSSION

Size
%
Vol.
Segment
Growth
Eetz Performance
Profitability
Estimated
%
Segment
(Average EP
(GSV)
per tonne)
Size
%
Vol.
%
Value
(GSV)
Eetz
Category
Growth
Profitability
Ability to Win
(1=Low, 5 High)
Eetz Share
Different
Last 3 ExpEP per
to
than
Share Share
?
Ability to
Deliver
What
Segment
Wants?
Estimated
Future EP
Top
Initial
Priority
Choices
Confidential
17.7% 17.9% 4.9% 5.6%
4,044
17.1% 17.5%
25.5% 3.8% 5.2%
4,010
20.1% 19.3% 5.1% 5.6%
2,713
25.4% 24.4%
33.3% 4.0% 5.2%
2,681
Size
%
Vol.
8%
WORKING
DRAFT
FOR
DISCUSSION

Segment
Growth
Eetz Performance
Profitability
Estimated
%
Segment
(Average EP
(GSV)
per tonne)
Size
%
Vol.
%
Value
(GSV)
Eetz
Category
Growth
Profitability
Ability to Win
(1=Low, 5 High)
Eetz Share
Different
Last 3 ExpEP per
to
than
Share Share
?
17.7% 17.9% 4.9% 5.6%
4,044
17.1% 17.5%
25.5% 3.8% 5.2%
4,010
20.1% 19.3% 5.1% 5.6%
2,713
25.4% 24.4%
33.3% 4.0% 5.2%
2,681
Ability to
Deliver
What
Segment
Wants?
Estimated
Future EP
Top
Initial
Priority
Choices
Confidential
Supermark
ets
26%
D is counter
s
29%
Convenien
ce Stores
16%
Kios ks /
M om &
Pops
21%
Other
Channels
(H ORECA,
8%
at work /
at s chool,
vending)
Channel / Key Customer Assessment Tool
Size
Quantitative Supporting Data

Confidential
Number of Outlets
Y C % of Volume
O A
G T % of Sales
R G
R
450
480
Number of Outlets
Low
Low
100.0%
32.8%
22.6%
100.0%
33.4%
21.1%
162
E
E % of Sales
Z
20,270
2,433
Y C % of Volume
O A
G T % of Sales
R G
R
1,444
4.1%
5.8%
4.4%
4.4%
6.3%
100.0%
25.5%
29.1%
100.0%
26.0%
28.2%
3,023
2,977
1,573
76%
70%
85%
Channel pre-reading
8.6% Eetz Lights
10.9%
6.5% Yog Delight
7.9% Simply Eetz
9.9%
Svensk Drinks
6.2% Yog Squeezeasy
6.3% Sundae Cups
Yog Delight
5.8% Svensk Drinks
Eetz Lights
9.5% Eetz Lights
11.5%
Svensk Organics
7.4% Yog Delight
8.4% Simply Eetz
9.4%
Svensk Drinks
7.3% Svensk Drinks
7.2% Sundae Cups
7.5%
Yog Delight
6.6% Yog Squeezeasy
5.1%
30% Prices are low
Prices are low
23%
Is convenient
20%
6.8%
20,270
450
480
Low
Low
100.0%
32.8%
22.6%
100.0%
33.4%
21.1%
2,433
1,444
4.1%
5.8%
4.4%
4.4%
6.3%
100.0%
25.5%
29.1%
100.0%
26.0%
28.2%
3,023
2,977
1,573
76%
70%
85%
Eetz Lights
8.6% Eetz Lights
Svensk Organics
6.5% Yog Delight
7.9% Simply Eetz
10.9%
9.9%
Svensk Drinks
6.2% Yog Squeezeasy
6.3% Sundae Cups
5.0%
Yog Delight
4.5%
5.8% Svensk Drinks
Eetz Lights
9.5% Eetz Lights
11.5%
Svensk Organics
7.4% Yog Delight
8.4% Simply Eetz
9.4%
Svensk Drinks
7.3% Svensk Drinks
7.2% Sundae Cups
7.5%
Yog Delight
6.6% Yog Squeezeasy
5.1%
4.8%
4.8%
45%
30% Prices are low
45%
Prices are low
23%
Is convenient
20%
52
Estimated
%
Last
Category
Exp3
Profitability
Value
ected
(as % of
(GSV) Years
their GSV)
Eetz
Category
Growth
Size
Profitability
Eetz Share
%
Vol.
%
Value
(GSV)
Vol.
Share
Value
share
Last 3
Years
Expected
Current
EP per
Tonne
32.8% 33.4% 4.1%
4.4%
16%
25.5% 26.0% 20.8%
4.8%
5.8%
2,977
22.6% 21.1% 5.8%
6.3%
10%
29.1% 28.2% 35.7%
-0.5% -0.1%
1,573
Ability to Win
(1=Low, 5 High)
Estimated
Future EP
Compelling
Different
to
and Better
Channel?
than
(customer Competitors
equity)
?
Ability to
Deliver
What
Channel
Wants?
Top
Initial
Priority
Choices
Discounters
Medium
162
E
E % of Sales
Z
Svensk Organics
Supermarkets
4.0%
% of Volume
Eetz Lights
52
Information Centre
Overall
Medium
4.0%
% of Volume
Confidential
Information Centre
Discounters
Profitability
Convenience
Stores
Channel pre-reading
Supermarkets
6.8%
5.0%
4.5%
16
Eetz Performance
Kiosks / Mom
& Pops
Information Centre
Overall
Discounters
Supermarkets
%
Vol.
Channel /
Customer
Growth
Channel / Customer
Attractiveness
Cons umers (5 million adult cons umers )
Information Centre
WORKING
DRAFT
FOR
DISCUSSION
17
16

Etapas en la seleccin de estrategias ganadoras III
Whos Winning and
Why
Consumer Portrait
Choice 2
immersion
Quantitative Consumer Portrait - Segment B

(2549 females and males without kids; all with high health concern)
Purchase
Purchaseand
and
Usage
UsageBehaviour
Behaviour
They are most likely to purchase at convenience stores for

immediate consumption while on-the-go
They are most likely to purchase at convenience stores (35%)
for immediate / imminent consumption
They also buy at supermarkets (28%)
They are likely to consume on-the-go (35%), at the office (35%)
and at home (25%)
Their volume of yogurt consumption per person is
significantly above average
They have the second highest volume share of consumption
(17.7%)
They have the highest volume of yogurt consumption per
person (3.6 kg per month)
They have the highest frequency of yogurt consumption (17.8
times per month)
They have the highest amount of consumption per occasion
(204g)
* Average is based on a 7 point scale where 1 is strongly disagree and 7 is strongly agree
There is no clear market leader in this highly competitive segment

25-49
18-24
Male
Female
They are strong consumers of yogurt drinks and

health-conscious yogurt products
50% regularly consume yogurt drinks
They tend to buy low fat yogurt (60%)
They are more likely than other segments to buy
products with pro-biotic cultures or other added
nutrients (55%)
They tend to choose trendy products (6.8). If there is
more than one choice, then they select the healthier
product (5.7)
They tend to buy only for their own consumption
They usually buy for their own consumption (88%)
They are the strongest consumers of regular size packs
(75%) and above average consumers of small packs
(60%)
They are not likely to share their yogurt with others
(12%)
1
Male
Female
Low socioeconomic
class
High socioeconomic
class
2549
E females and
males without kids; all
with high health
concern H
ITERATE
Brand Ladders
Brands targeted at specific consumer groups in drinks and healthconscious categories

Young and trendy image
Dominant in supermarkets, 2nd largest channel for segment
Superior consumer understanding and marketing budget
Under-indexed at convenience stores, largest channel for the
segment
Svensk Organics
Low socioeconomic
class
Share of
Value by Brand
10.4%
Winning Competitive
Edge (consumer)
DairyLove
High socioeconomic
class
A
Low
Health
Concern
Our Hypotheses on Who Is Winning

in Segment B and Why
50+
Kids
No kids
High
Health
Concern
Share of
Value by Channel
Eetz Lights
Svensk Drinks
8.4%
Svensk Organics
7.6%
DairyLove Potions
7.5%
4.3%
Bio Smoothie
12.3%
DairyLove Other
8.8%
3.6%
Eetz Nordia Other
17.9%
All Others*
DairyLove Carb Haters
9.7%
9.4%
Convenience Stores
Premium and natural brands, health-conscious image

Strong in convenience stores, the largest channel for this segment
Segment dedicated to purchasing organics from organic specialists
Products do not include added nutrients, etc.
Relatively weak distribution at supermarkets, 2nd largest channel for
segment
Segment not committed to buying organics per se
Eetz Nordia
35.7%
27.7%
Supermarkets
Kiosks / Mom & Pops
Discounters
Yog SqueezEasy
At Work / At School
Health-conscious products for light snacking or meal substitutes that

appeal to the segment
Constant innovation of Bio Smoothie to stay trendy
Under-represented in the two largest channels for this segment,
supermarkets and convenience stores
Traditional company image; not necessarily trendy
Non-targeted approach (e.g., biggest Eetz brand in this segment is
not targeted at them)
Yog
Yog
14.2%
HORECA
Yog Other
11.8%
1.7%
Note: Numbers may not add up to 100% due to rounding
*Mostly niche brands that meet specific needs of the segment
Choice 2
Vending
5.4%
3.6%
All products in dessert / indulgence and novelty / fun categories;

not health-conscious
Traditional image
Conservative approach; slow in reacting to changes in consumer
trends
[brand
]
The Winning Competitive Edge
8
FOR
Segment name
Strengths /
Weaknesses
Choice 2
Eetz Lights Brand Capabilities

Brand Ladder for Segment B
Choice 2
Probiotix Brand Capabilities

. . . Compelling to the
target consumer because:

Eetz Brand _____________
Strengths
Strengths
Weaknesses
Weaknesses
Pho
to
Her
BECAUSE
Choice 2
Choice 2
I feel good about myself because I am being healthy

Emotional
I feel at ease because what I have eaten has been approved by experts
Probiotix Benefits
I am a savvy consumer and know whats best for me
I feel ready to start the day
Eetz
I feel confident that I will not get sick
Emotional
Suits low
fatnew
diet health
which is
part of a healthy
Strengthens the bones
I am up-to-date
with
trends
Benefits
lifestyle
Bio Smoothie
Better value than DairyLove CarbHaters (lower
I feel reassured that it is scientifically tested
Low glyaecemic index rating so doesnt raise
price for similar ingredients)
Its a joy that being healthy is so easy
Functional
blood sugar levels and keeps her fuller for longer
Approved by experts
Benefits I am ready to face the challenges of my life because I am strong and healthy
Satisfies appetite
I feel satisfied that I am not going to get hungry before I have the next opportunity to eat
Aids digestion
In line with latest developments in healthy
Emotional
Highest volume for the lowest amount of calories
I am pleased with myself for saving time for more important thingsyogurt products
Benefits
Improvesversus
bodys other
defenses
yogurts
I feel confident that I am portraying the image of being healthy and
trendy
Scientifically
tested
Convenient
to
carry
around
Functional
Made from skimmed milk
Available in individual (150g) size and variety of
7+1 pack convenient for weekly stock up
Serves as daily reminder to start each day
Benefits
multi-packs: (4 x 150g) of same flavour and
Low-fat yogurt (0.25g fat per pack)
healthy
mixed multi-packs (4 x 150g, 6 x 150g, 8 x
Low calorie (75 kcal per 150g)
Product Nutritious
Promotes good digestive
150g) health which
Low GI rating of 14*
Attributes
helps the bodys
physical and mental
Filling
Carries logo of the National Osteoporosis
Contains fructose and aspartame
performance
Society
Suitable for quick consumption on-the-go
Functional
Fermented milk-based product
Available in small bottles (100g) and multi-packs
Mildly sweet
Not fattening
gMid-range
Benefits
Easy to carry around
(7 x 100
+ 1 x 100gprice;
free)priced below DairyLove Carb
60 kcal per bottle (100g)
Smooth texture
Haters
Trendy packaging in retro milk-bottle shape
Sold in bottles with foil lid for easy opening
Product
Contains lactobacillus acidophilus and
Vanilla bean, English toffee, strawberry,
Attributes
bifidobacterium
pro-biotic
Packaging emphasises scientifically tested
raspberry,
peachbacteria
and pineapple flavours
Mildly sweet
Premium price
Drink made from low-fat yogurt
Mix of flavours: strawberry and banana,
Thin milk-like texture
peach and mango, vanilla and honey,
195-220 kcal per bottle (250g)
* The glycaemic index (GI) is a ranking of carbohydrates on a scale from 0 to 100 according to the extent toraspberry
which they raise
sugar levels after eating. Low GI diets have benefits for weight
and blood
vanilla
Product
No sugar; contains aspartame
11
control because they help control appetite and delay hunger. Yogurt containing sugar as sweetener has average of GI rating of 30.
Available in individual (250g) bottles;
Attributes
Each bottle contains two of five recommended
plastic containers in traditional milk-bottle
daily servings of fresh fruit
shape
Calcium and protein fortified
Spill-proof re-sealable lid and a light plastic
Contains added live cultures and bacteria
bottle
16
Contains added inulin, a natural dietary fiber
Premium price; priced slightly above
Thick texture
DairyLove Potions but below Svensk
Drinks
Seg
men
t
Brand OFFERS
Brand in Segment [
]
Strengths & Weaknesses
Eetz
Lights
Bio Smoothie Eetz
Brand
Capabilities
Formato de alineacin para

Ganar ventajas competitivas
WHO (need, want, or believe)
. . . Different and Better than . . . Deliverable by us

competitors because:
because:

. . . Attractive to the channel

because:
Choice 2
Alignment Template for Winning Competitive Edges

Confidential
WORKING
DRAFT
FOR
DISCUSSION
[ channel
]
Winning Competitive Edge Opportunity-Level
[brand
]
FOR
FOR
Target Channel / Customer
Segment name
Channe
l Photo
Here
Segme
Supplier PROPOSITION ELEMENTS
nt Photo
Brand OFFERS
Winning Elements
Here
Opportunity:
(on a scale from 1 to 5 where 5 is

most compelling)
Is this offer as different and

better than competitors as it
could be?
(on a scale from 1 to 5 where 5 is most
different)
How deliverable is this

offer by us? (on a scale
from 1 to 5 where 5 is most
deliverable)
Is this offer as
attractive as it could be
to the channel? (on a

scale from 1 to 5 where 5 is

most attractive)
Segment _________
Brand
_________
Channel _________
Right to Play Elements
BECAUSE
Is this offer as compelling

as it could be for our
target?
. . . Different and Better

than competitors because:

. . . Deliverable by us
because:


target?

could be?

most compelling)

different)
. . . Compelling to the target

customer because:
Category Proposition

Financial Proposition

Operational Support

. . . Attractive to the channel

because:

deliverable)
For testing
and
Iteration:
Choice 2
Inc
lu
info des
rm new
ati
on
Who Is Winning and Why?

Segment B (2549 females and males without kids; all with high health concern)
They believe that brands are important

They like to purchase brands they believe to be trendy
(6.8) and modern (5.1)
However, they are less likely to be brand loyal than other
segments (3.2) and enjoy trying new products (6.5)
Valuing image and convenience, price is less likely to
be a barrier
They believe that there are brands that are worth paying
more for (4.9)
They are willing to pay for products and services that will
boost their image (5.9)
They associate yogurt with a healthier lifestyle
They believe that yogurt is nutritious (6.5), filling (5.6),
and that it can be used as a meal substitute (5.7)
They believe that yogurt is a healthy supplement to their
diet (5.4)
They believe that yogurts with added pro-biotic cultures
and other extra nutrients are good for them (4.8)
They believe that if they are seen drinking yogurt they
will be perceived as fit and healthy (4.6)
They believe that products approved by food and health
authorities are likely to be healthier than others (6.2)
In-store
They primarily consume yogurt to replace a meal with a

convenient and healthy alternative
They tend to consume yogurt as a meal substitute (33%) for
breakfast and / or lunch
They also consume yogurt because it is convenient (24%) and
healthy (21%)
They look for products that are conveniently available, healthy
and filling, and in line with latest trends
The most important criteria for selecting yogurt is convenience
(6.4) and being healthy (6.0)
They choose the brands that they want to be associated with
(5.9)
They want their yogurt to be filling (6.2)
They are very likely to try new products (6.5)
77% have already tried yogurt drinks
For testing
and
Iteration:
Cmo
posisionamos
nuestra marca
para ganar con
los
consumidores
meta?
In-store
Beliefs
Beliefsand
and
Associations
Associations
Desired
DesiredExperience
Experience
Mostly from higher SEC levels and more likely to be

female and single
They have an average age of 30
60% are female
77% are single; none have kids
They belong to higher SEC level families: 40% level
A, 50% level B, 10% level C
They work 50 hours per week on average; majority
are professionals (75%)
They tend to live in urban areas (80%)
They try to be as healthy as possible, but
sometimes health gives way to convenience
They want to lead a healthier lifestyle (5.5)
They are more likely than other segments to
exercise regularly (twice per week) (67%)
They are significantly more likely than other
segments to snack between meals (56%)
They have a busy and stressful lifestyle
60% find their life more stressful than they would like
Less than half stick to the practice of three meals a
day (45%)
Most report having a busy lifestyle (75%), and they
are more likely than average to feel that there is not
enough time in the day (5.1)
81% say that they would like to exercise more often
They watch less television than average (5 hours per
week)
They are highly image conscious
They consider themselves to be trendsetters (6.5)
66% diet regularly to stay in shape
55% are influenced by their peer group
They think physical appearance is very important
(5.8)
They want to be perceived as trendy (6.2) and
health-conscious (5.9)
For testing
and
Iteration:
Purchase
Purchaseand
and
Usage
UsageEnvironment
Environment
Is this offer as
most attractive)
. . . Different from competitors

because:

Is this offer as compelling as it could

be for our target channel?
Is this offer as different from competitors

as it could be?
(on a scale from 1 to 5 where 5 is most compelling)
(on a scale from 1 to 5 where 5 is most different)
SCF-BCC Pilot Master document 27 Jan 2005-SK
11
Potential
Potential Points
Points of
of Synergy
Synergy (2
(2 ++ 22 == 5)
5)
102
. . . Deliverable by us because:

How deliverable is this offer by us?
(on
a scale from 1 to 5 where 5 is most deliverable)
Potential
Potential Points
Points of
of Tension
Tension (2
(2 ++ 22 == 3)
3)
Competitor Brand _____________
Strengths
Strengths
Weaknesses
Weaknesses
13
Channel / Customer
Portrait
Whos Winning and

Why
Choice 2
Winning Competitive
Edge (channel /
Our Hypotheses on Who Is Winning

in Supermarkets and Why
DairyLove
Presence in all sub-categories with seven well-known brands

Strong sales force that focuses on the channel
Higher discounts than Eetz Nordia
Strong promotional support and extensive use of display materials in store
Under-indexed at Segment H, the largest segment for the channel
+
Share of
Value by Brand
Besides display materials in-store, they also use other marketing

tools such as direct mailing
They frequently run promotions in store
Level of Compliance
They most closely work with DairyLove who is considered as the
category captain and:
Runs one big promotion every month
Advertises quarterly in features in all key customers
Extensively uses display materials in-store, such as trolley ads
and floor maps
Eetz Nordia on the other hand:
Runs a promotion every 4-6 weeks
Generally advertises in features at the same frequency
Uses display materials limitedly except for product launches
Actual In-store Execution
Store managers have authority to change the shelf prices of
certain products (usually low-visibility or low-turnover products) by
+/-10% based on their stores shopper profile and needs
4
Share of
Value by Segment
6.0%
5.8%
DairyLove Passion
5.8%
5.7%
DairyLove Carb Haters
5.1%
4.0%
2.6%
5.0%
4.3%
3.9%
DairyLove Potions
DairyLove Organics
DairyLove Other
Eetz Lights
Bio Smoothie
Deluxe Desserts
7.7%
Eetz Nordia Other
9.5%
Svensk Organics
7.2%
Svensk Drinks
Eetz Nordia
20.6%
18.5%
14.9%
13.3%
Presence in all sub-categories

Stronger sales force than Svensk Organics and Yog
Under-indexed at Segment H, the largest segment for the channel
Uncompetitive promotional support including more limited use of display
materials in store than DairyLove
Lower discounts than DairyLove
12.0%
8.4%
Yog Delight
Yog SqueezEasy
6.7%
6.3%
12.9%
All Others*
4.0%
3.6%
A
I
Consumer demand by certain supermarket shoppers (e.g., Segment C and

B)
No existing focus on channel; weak distribution to channel
Limited presence in the market competes in two sub-categories only
Limited appeal to Segment H, the largest segment for the channel
Segment name

Choice 2
30
Here
[ channel
]
The Winning Competitive Edge Opportunity-Level
FOR
FOR

. . . Different and Better than . . . Deliverable by us

competitors because:
because:


target?

could be?

most compelling)

different)

deliverable)
Is this offer as
most attractive)
target channel because:
Category Needs
Her
Segment _________
Brand
_________
Channel _________
target channel because:

Category Needs
Financial Needs


because:

. . . Attractive to the shopper

because:
Operational Needs
Choice 2
Needs & Strengths

Supermarkets
Channel Needs
(From Channel Portrait)
Channel Importance
(Cost of Entry OR H / M / L)
Eetz Nordia
DairyLove
Svensk Organics
Yog
Category Strategy Needs

Product range
Rate of sale
Contribution to category growth
Shopper / category understanding
Financial Needs
Margin / profitability
Payment terms
Listing fees
Promotion budgets
Operational Needs
Prompt deliveries
Sales force calling
Direct deliveries
Source: All scores are based on Eetz Nordia Customer Satisfaction Survey, 2004
Opportunity:
Potential Areas of Leverage /

Areas of Focus
Effort
Return
(H / M / L)
(H / M / L)

target?

could be?

most compelling)

different)

deliverable)
Financial Needs
Pho
to
Winning Elements
Needs & Strengths
Here
Opportunity:
Segment _________
Brand
_________
Channel _________


because:

. . . Attractive to the shopper

because:
Operational Needs
nnel
Supplier PROPOSITION ELEMENTS
oto
. . . Attractive to the channelSupplier PROPOSITION ELEMENTS

because:
Winning Elements
Cha
ITERATE
Chan
nel
Ph
[ channel
]
The Winning Competitive Edge Opportunity-Level
Limited presence in the market competes in two sub-categories only

Smaller sales force than DairyLove and Eetz Nordia
Photo
BECAUSE
Choice 2
Higher discounts than other suppliers

Strong appeal of Yog brands to Segment H, the largest segment for the
channel
Segm
ent
Brand OFFERS
Yog
Yog
Choice 2
[brand
]
FOR
customer)
Svensk Organics
6.1%
Note: Numbers may not add up to 100% due to rounding

*Mix of private labels and niche brands that provide variety
Is this offer as
to the shopper? (on a
most attractive)
For testing
and
Iteration:
Behaviour
Behaviour// What
What
They
TheyDo
Do
Apoyando el dialogo de alineacin
DairyLove, with its wide portfolio and best in class trade support, is the winner in Supermarkets
Beliefs
Beliefs//Perceptions
Perceptions
Beliefs About Suppliers
They believe that DairyLove is the best supplier for yogurts as it:
Accounts for the largest share of sales (35%)
Has the highest numbers of brands (7 brands) and competes in
every sub-category
Provides higher discounts than the other leading supplier, Eetz
Nordia (23% vs. 21%)
Category Beliefs
They believe that branded products are important for this category
as they make up 86% of their sales and generate 23% more
revenue per tonne than own labels
However, they believe that they will be able to improve their
profitability through increasing the role of own labels in the long-run
They believe that consumers are looking for variety in this
category, and therefore, they stock a wide range of SKUs
They believe that consumers prefer large sizes and multi-packs as
these make up 65% of their sales
They believe that yogurt shoppers are also likely to buy:
Healthy foods (low-fat, organic, etc.)
Health care products (nutrition supplements, vitamins, etc.)
Future Growth Behaviours
They think future growth will come from becoming a one-stop-shop
for consumers
Increasing sales per capita is fundamental to sustain growth in the
long-run
Growth via penetrating into rural areas is unlikely due to recent
regulations that restrict the number of large stores in rural areas
In-store
Needs
Needs//Aims
Aims
For testing
and
Iteration:
Environment
Environment
Role of Category
Corporate Strategy / Environment
They expect the yogurt category be a strong profit generator and deliver a
They are the largest channel in terms of sales (account for 30% of retail
profit margin of 16%
sales) with a total annual turnover of 23.3 billion; they are growing
They expect the yogurt category to grow by 4.4% p.a.
rapidly at 5% p.a.
While grocery lines accounted for 80% of the growth in the last 10 years,
Targets for 2008
Annual Growth
expansion into non-grocery categories (such as clothing, electronics etc.)
is expected to drive more of the growth over the next 10 years
Volume
40.000 tonnes
+4.4%
They consist of 450+ stores; 45 are over 1000sqm; 75% of stores are
Revenue
155 million
+4.4%
located in urban areas; they cover all major cities excluding Arctic Zone
Profit
25 million
+4.5%
Financial
They are highly consolidated (largest 2 players - ACI and Nortons They require at least 12% margin from all categories except for footfall
account for 85% of sales), and further consolidation is unlikely due to
generators
anti-trust laws
They require minimum 30-day terms for payments
Their vision is to become a one-stop-shop for shoppers; their objective
is to capture 40% of retail sales by 2008
They ask for at least 5% of turnover as a listing fee for new items, unless they
are convinced that this item will create excitement in-store or drive footfall
Their strategy to achieve this objective is:
To capture more grocery spending by offering a wider range of choice They look for products and brands, which they believe will increase turnover
of
the
category
overall,
rather
than
stealing
share
from existing ones
To increase their share in non-grocery by expanding into new
Operational
categories
They have lower net margins (12%) than the rest of the market (18%) but They require orders to be delivered within three days once they are placed
generate significant profits ( 2.8 billion) due to high turnover
They require at least one sales person who works exclusively with them
Due to high volume, they get 20-25% more discount from suppliers than
Shopper
other channels
They want shoppers to purchase more of their needs through this channel
They have stringent listing policies; the bottom 10% percent of each
product line are replaced with new products every year
Their proposition to their shopper is:
Reasonable prices on everyday items and attractive promotions
Clean and tidy store environment
Complimentary services such as free parking and children playground
They focus on bulk sizes and multi-packs
Category Environment & POB Drivers
Decision Making Process
The competition is intense as all suppliers try to get a share in this major All listing / delisting decisions are made annually by the category buyer who is
responsible for delivering volume, revenue and profit targets for the category
channel which accounts for 33% of yogurt sales and grows at 4.4% p.a.
4 key suppliers - Eetz Nordia, DairyLove, Svensk Organics and Yog However, all listing / delisting decisions have to be approved by the head buyer
compete with 16 brands; all major supermarket chains have own labels
Trade terms are negotiated and set every January and are valid for one year
Shopper Profile & Behaviour
Expected incremental sales, incremental profit and listing fees are the most
While they appeal to a broad range of shoppers, they mainly target
important criteria when considering which products to buy from which suppliers
families and affluent shoppers; they have high penetration (85%)
To be able to be a category captain a supplier should:
amongst their target group
Have a significant share (usually top two) of category
50% of shopping trips by young professionals do not include a visit to the
Provide at least average margins
yogurt aisle
Have a deep understanding of category shopper and category trends
80% of affluent housewives enjoy trying samples of new products while Policies and Practises
shopping
All shelf prices and shelving plans (planograms) are set by headquarters
Top three reasons for shopping in this channel are: I can find all the
New products are welcome as long as they meet the listing criteria and are
products I need (30%), It offers a wide range of choices (26%) and It
agreed before the annual trade terms are set
is a pleasant place to shop (22%)
Display materials are used extensively in-store in many different forms
77% of shopping trips are for stocking up
Suppliers pay all the costs plus a fee for any brand specific marketing activity
On average a shopper spends 93 per shopping trip (including nongrocery purchases)
Inc
Choice 2
lu
info des
rm new
ati
on
Who is Winning and Why?

Supermarkets
For testing
and
Iteration:
Cmo
desarollamos
propuestas
ganar-ganar
para nosotros y
los canales y
clientes meta?
immersion
Quantitative Channel Portrait

Supermarkets

target?

could be?

most compelling)

different)

deliverable)
Is this offer as
to the shopper? (on a
most attractive)

Etapas en la seleccin de estrategias ganadoras
Cmo
podemos
activar una
mayor compra y
consumo en
nuestros
consumidores
meta?
Conductas de incremento
de Consumo
Cuales son los elementos

clave de un plan comercial
alineado?
Confidential
WORKING
DRAFT
FOR
DISCUSSION
Consumer Opportunity Growth Behaviour Selection Part II
Growth
Behaviour Option
Segment Today
Target Segment
in the Future
Incremental
Revenue
Potential
Increase
1 segments
current
frequency of
consumption
Chosen Behaviour and

Rationale
Seleccionar
elementos de
cambio de
conducta
Screening
Choice Criteria
2 Increase
segments
current amount
consumed
3 Encourage
competitive
switch
Which behaviour
change is most
valuable to us?
Which is most
cost-effective for
us to achieve?
Which can we
achieve with
disproportionate
ease vs.
competitors?
4 Attract new
users into the
category
Estimated Revenue
Retain existing
usage and
users
Existing Additional
Total
Choice 3
Confidential
WORKING
DRAFT
FOR
DISCUSSION
Chosen Behaviour Change Elements
Cost-Benefit Analysis
SCF-BCC Oct 21 / 22 BCC Workshop 10/2004-SK
38
Chosen Growth
Behaviour:
Point of Awareness
Point of
Consumption
Point of Buying
_________________
...
Behaviour Change
Element #2
Where and When?
How? Why?
...
Behaviour Change
Element #3
Where and When?
How? Why?
...
Behaviour Change
Element #1
Where and When?
How? Why?
Consumidor & Canal

Impulsores y Barreras
Development
Activities
Choice 3
Consumer
Consumer Drivers
Drivers
...
...
...
...
Incremental revenue vs. Incremental Cost
40
35
30
29
32
20
(000s)
...
...
-7
Development
Investment
Incremental revenues
-10
% difference between
incremental and existing
revenue
Incremental costs
x%
x%
1)
1)Category
Categorybarriers:
barriers:What
Whatprevents
preventsthe
thesegment
segmentfrom
fromusing
usingthe
the
products
productsininthe
thecategory?
category?
2)
2)Brand-specific
Brand-specificdrivers:
drivers:What
Whatmotivates
motivatesthe
thesegment
segmentto
tochoose
choose
this
thisEetz
Eetzbrand
brandover
overother
otherbrands?
brands?
2)
2)Brand-specific
Brand-specificbarriers:
barriers:What
Whatprevents
preventsthe
thesegment
segmentfrom
from
choosing
choosingthis
thisEetz
Eetzbrand?
brand?
3)
3)In-store
In-storedrivers:
drivers:What
Whatmotivates
motivatesthe
thesegment
segmentto
tobuy
buythis
thisEetz
Eetz
brand
brandin-store?
in-store?
3)
3)In-store
In-storebarriers:
barriers:What
Whatprevents
preventsthe
thesegment
segmentfrom
frombuying
buyingthis
thisEetz
Eetz
brand
brandin-store?
in-store?
Note: the objective of tool for the pilot is to allow participants to understand if opportunity will deliver value
(i.e. is benefit greater than cost?). It is not being used to make a portfolio decision. Note: Value Creation
should always be modeled. This is a quick and dirty approach and is not meant to replace modeling
46
Visin Punto de
Venta
Point Of Buying Vision
Growth
Growth Behaviour
Behaviour Statement
Statement at
at POB
POB
Location
Channel
Channel Barriers
Barriers
1)
1)Category
Categorydrivers:
drivers:What
Whatmotivates
motivatesthe
thechannel
channelto
tosell
sellthe
theproducts
products
ininthis
thiscategory?
category?
1)
1)Category
Categorybarriers:
barriers:What
Whatprevents
preventsthe
thechannel
channelfrom
fromselling
sellingthe
the
products
productsininthis
thiscategory?
category?
2)
2)Brand-specific
Brand-specificdrivers:
drivers:What
Whatmotivates
motivatesthe
thechannel
channelto
tosell
sellthis
this
Eetz
Eetzbrand?
brand?
2)
2)Brand-specific
Brand-specificbarriers:
barriers:What
Whatprevents
preventsthe
thechannel
channelfrom
fromselling
selling
this
thisEetz
Eetzbrand?
brand?
3)
3)Supplier-specific
Supplier-specificdrivers:
drivers:What
Whatmotivates
motivatesthe
thechannel
channelto
towork
work
with
withEetz
Eetzas
asaasupplier?
supplier?
3)
3)Supplier-specific
Supplier-specificbarriers:
barriers:What
Whatprevents
preventsthe
thechannel
channelfrom
from
working
workingwith
withEetz
Eetzas
asaasupplier?
supplier?
Target
consumer
in-store
Pricing
Range & Assortment
Promotions
buying
Target
channel /
customer
Merchandising Plan
Enfoque en cambio de
conductas
Choice 3
Behaviour Change Focus

Chosen Growth
Behaviour:
Point of
Awareness
_________________
Point of
Buying
Point of
Consumption
What are the key

areas to address and
why?
(a) with the
consumer /
shopper
(b) with the
channel
Relative focus /
importance
(Total 100%)
Note: Up to 36 months
Incremental value
(revenue-cost)
Choice 3
Channel
Channel Drivers
Drivers
x%
SCF-BCC Tools Overview 17 Jan 2005-SK
1)
1)Category
Categorydrivers:
drivers:What
Whatmotivates
motivatesthe
thesegment
segmentto
touse
usethe
theproducts
products
ininthe
thecategory?
category?
Note: Up to 36 months
Consumer
Consumer Barriers
Barriers
22
10
27
...
Marketing / Trade
Investment
Success Criteria /
KPIs
Consumer & Channel

Drivers and Barriers in Achieving the Chosen Growth Behaviour
20
Total Investment
Cmo
podemos
apalancar
nuestras
propuestas de
ganar-ganar
con los clientes
y canales meta
para impulsar
la compra de
nuestras
marcas?
CostoBeneficio
Operations
Apoyando el dialogo de
alineacin

Etapas en la seleccin de estrategias ganadoras
La seleccin de estrategias ganadoras esta construida sobre 5 principios bsicos:

Principio 1
Principio 2
Principio 3
Principio 4
Principio 5
Desarrolle su
estrategia
realizando dos
selecciones de
manera efectiva
Dnde jugar y
Cmo ganar?
Defina su
oportunidad
comercial en
trminos de
consumidor,
marca y el canal
donde ellos
compran
Desarrolle una
comprensin
precisa de las
conductas en cada
etapa de la
compra y del uso
de la marca
Iteractue
mediante
dilogos que
fomenten la
cultura de
aprendizaje para
refinar la
calidad de as
elecciones que
realice
Alinear a las
reas de ventas y
marketing desde
el inicio para los
ejercicios de
posicionamiento
y planeacin

Modelo de Negocio Canavas-Quid Novi

Încărcat de

Informații document

Titlu original

Drepturi de autor

Formate disponibile

Partajați acest document

Partajați sau inserați document

Opțiuni de partajare

Vi se pare util acest document?

Este necorespunzător acest conținut?

Drepturi de autor:

Formate disponibile

Modelo de Negocio Canavas-Quid Novi

Încărcat de

Drepturi de autor:

Formate disponibile

Business Model Canavas

Ms all del modelo de Negocio Canavas

es la forma en que ustedes

es la forma en que ustedes

La triste realidad :-(

66% cambian el plan A

Muchas Startups fallan

Algunas iniciativas para innovar o desarrollar

Un nuevo modelo que

Canavas + Elecciones Ganadoras + Lean Startup son

un plan que funciona en el

n emprendedor que usa la innovacin en modelos de negocio

para iniciar o redefinir su empresa debe seguir una ruta especifica.

Analizar la viabilidad financiera de la aventura, si esta es viable se procede al siguiente paso; si no lo es se

regresa al primer paso para redefinir o se elimina el proyecto.

aparece el plan de negocios.

Desarrollar un proceso comercial eficiente

Realizar las mejoras en base a la retroalimentacin del mercado

Relacin con el cliente

Uno o varios segmentos

Relacin con el cliente

Uno o varios segmentos

Tome tiempo para

La misma tecnologa, producto o

Intenta esbozar modelos de negocio

Producto vs. servicio

Mercado de nicho vs. Ventas directas vs. Ventas

Gastos de capital vs.

Ocano azul vs.

Abierto vs. cerrado

Distribuido vs. centralizado

Humano intensivo vs.

Derechos de autor vs.

Publicidad vs. ventas

Solamente has una primer eleccin

Cunto ms pagan los Suizos

Uno de los negocios

Sin embargo Nespresso estuvo

Modelo de Negocio Nespresso 1987

Ahora Nestl esta construyendo

Un modelo de negocio debe lucir genial en papel

pero se honesto con

solamente un grupo de hiptesis

entonces necesitas salir

Probar cada hiptesis (por ejemplo, con clientes)

A este proceso de prueba del modelo de negocio se le

Dos diferentes fases

verificando cada hiptesis

Prueba tus hiptesis

Prueba tus hiptesis

Prueba tus hiptesis

Para lograr esto,

Equipo de desarrollo de clientes

para probar y adaptar su modelo

Necesitas adaptar el modelo de negocios

Cmo pruebo que el modelo

ventas de un mnimo conjunto de caractersticas

Este proceso de adaptacin

Quemar dinero mientras buscas

Solo entonces ejecuta:

Porque los insights son importantes:

La innovacin es una estrategia solo cuando crea valor

Innovacin = Insights + ideas + impacto