LEADER 04469nam 22006134a 450 001 9910143565303321 005 20170809162032.0 010 $a1-118-42910-9 010 $a1-119-20163-2 010 $a1-280-28830-2 010 $a9786610288304 010 $a0-471-78517-2 035 $a(CKB)1000000000355294 035 $a(EBL)243693 035 $a(OCoLC)68964091 035 $a(SSID)ssj0000129484 035 $a(PQKBManifestationID)11991894 035 $a(PQKBTitleCode)TC0000129484 035 $a(PQKBWorkID)10079701 035 $a(PQKB)10039517 035 $a(MiAaPQ)EBC243693 035 $a(PPN)14254020X 035 $a(EXLCZ)991000000000355294 100 $a20050726d2006 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aConsumer-centric category management$b[electronic resource] $ehow to increase profits by managing categories based on consumer needs /$fAC Nielsen, with John Karolefski and Al Heller 210 $aHoboken, N.J. $cJohn Wiley & Sons, Inc.$dc2006 215 $a1 online resource (370 p.) 300 $aIncludes index. 311 $a0-471-70359-1 327 $aConsumer-Centric Category Management: How to Increase Profits by Managing Categories Based on Consumer Needs; Foreword; Contents; Chapter 0: Introduction-Why Category Management Is More Important Than Ever; It's a Mad, Mad, Mad, Mad Marketplace!; Marketing Basics and Category Management; What Is the Purpose of This Book?; Who Should Read This Book?; Chapter 1: The Evolution of Category Management and the New State of the Art; Chapter 2: Category Management Begins with the Retailer's Strategy; Part II: The Eight Foundational Steps of Category Management 327 $aChapter 3: Step One: Define the Category Based on the Needs of Your Target MarketChapter 4: Step Two: Assign a Role to the Category That Best Supports the Retailer's Strategy; Chapter 5: Step Three: Assess the Category to Find Opportunities for Improvement; Chapter 6: Step Four: Set Performance Targets and Measure Progress with a Category Scorecard; Chapter 7: Step Five: Create a Marketing Strategy for the Category; Chapter 8: Step Six: Choose Tactics for Category Assortment, Pricing, Promotion, Merchandising, and Supply Chain Management; Chapter 9: Step Seven: Roll Out the Plan 327 $aChapter 10: Step Eight: Review the Category's Performance Regularly and Make Adjustments as NeededChapter 11: Bringing the Consumer into Category Management-A New Take on the Eight Steps; Chapter 12: General Mills-Going Beyond the Categories; Chapter 13: Big Y-Focusing on Implementation; Chapter 14: SUPERVALU-The Last Three Feet of Category Management; Chapter 15: CROSSMARK-Just the Facts; Chapter 16: Acosta-Multiplying the Impact of Category Management; Chapter 17: Chiquita-Extending Category Management to Perishables 327 $aChapter 18: The Hershey Company-Linking Consumer Insights and Customer StrategyChapter 19: Miller Brewing-Tapping Category Management for Competitive Advantage; Chapter 20: Hewlett-Packard-Taking Category Management beyond Traditional CPG; Chapter 21: Lessons Learned from the Real World; Chapter 22: ProactiveCategory Management; Chapter 23: Linking Category Management and Loyalty Marketing; Chapter 24: The New Category Management Emerges; Acknowledgments; Index 330 $aIn some parts of the world, especially in developing markets, category management today remains a stretch goal - a new idea full of untapped potential. In other areas, the original eight-step process that emerged in the late 1980's forms the foundation of many companies' approach to category management. In still others, particularly in developed countries like the U.S., the U.K., and others, refinements are being made - most of them designed to place consumer understanding front and center. New ideas are emerging - from ""trip management"" to ""aisle management"" to ""customer management."" 606 $aRetail trade$xManagement 606 $aConsumers' preferences 615 0$aRetail trade$xManagement. 615 0$aConsumers' preferences. 676 $a658.78 676 $a658.834 701 $aKarolefski$b John$0968977 701 $aHeller$b Al$0968978 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910143565303321 996 $aConsumer-centric category management$92201384 997 $aUNINA