If you are in the food business and you do not have distribution with Wal Mart you are missing almost 40% of the consumer grocery traffic in the south. Wal Mart’s average market share in ten southern states is 38.3% and growing. Wal Mart has taken business from every retailer in the south except Publix. The only state Wal Mart is not ranked number one is Florida (Wal Mart now ranked a weak #2). Wal Mart’s highest market share is in states with the lowest average income and poorest level of competition. In the past fourteen months Wal Mart has grown to the number one market share position in North Carolina and Virginia which were dominated by Food Lion. Current grocery market share information is listed below. Wal Mart will control 50% of grocery sales in the next few years if the current trend continues.
Wal Mart’s management has taken a “less vendor – product assortment” direction in dry grocery categories which has hurt small companies. It is impossible to get shelf space in dry grocery categories unless you are a category leader nationwide. Wal Mart’s direction is now focused on private label and market leaders only. This move so far has resulted in increased sales with less item selection. I predict this marketing plan to spread to meat, deli, and dairy soon.
Shopping at Wal Mart you will notice that all private label packaging has changed to a standard white package. This makes private label products very visible on the shelf. Wal Mart’s newest supercenters are also merchandised without the “action alley” pallet displays. Action alley was the floor space between grocery and general merchandise and an equal area on the other end of the store thru general merchandise. Both action alleys are now gone in new supercenters. End cap displays have been re-designed to give Wal Mart equal display space lost to action alley. The result is a real improvement in store appearance.
Grocery Share Of Total Business
State Wal Mart
Mississippi 56.36
Louisiana 50.09
Alabama 48.18
Kentucky 40.00
Tennessee 40.27
S. Carolina 36.25
Georgia 32.82
N. Carolina 32.19
Florida 24.80
Virginia 22.00
Showing posts with label wal mart. Show all posts
Showing posts with label wal mart. Show all posts
Sunday, September 6, 2009
Monday, July 27, 2009
Wal*Mart Saves Money by going green
General Electric ran TV commercial a few years back in which a young executive pitches improved energy efficiency to his corporate board.
"Why should we care about this stuff," his boss demands.
"Because it can save us 40 percent on our energy costs," he replies.
With that, Disneyesque animated birds and rabbits appear to playfully nuzzle board members who suddenly discover the joys of going green.
Something very similar — absent the animated birds — may have taken place four years ago in Arkansas. At a two-day conference, America's largest retailer, Wal-Mart, committed to a greener course.
It's taking suppliers like GE, as well as competitors and retailers, along on the journey.
The latest evidence of Wal-Mart's eco-evolution is its work to develop a universal sustainability index.
Appliance buyers can now get information on energy efficiency before making a purchase. In the future, Wal-Mart hopes consumers will base buying decisions for everyday products on labels detailing their environmental and social sustainability.
That's quite a departure for a company that once was known for low prices and scorched-earth capitalism. But Wal-Mart has proven that it can do well by doing the right thing.
Last year, it earned $12.7 billion. Those profits come not only from its traditional cost-cutting, but by savings from reducing packaging and improving energy efficiency.
The changes aren't just good for Wal-Mart; they're good for the environment, too.
In 2007, Wal-Mart made a commitment to highlight sales of environmentally friendly compact fluorescent light bulbs that last longer and use less electricity. Doing so meant suppliers like GE had to ramp up production.
Wal-Mart still sells more traditional incandescent bulbs. But the potential energy savings from compact fluorescent bulbs are staggering, especially with sales juiced by Wal-Mart.
In 2008, it began selling only concentrated liquid laundry detergent. The giant retailer says customers have saved more than 400 million gallons of water as a result. The switch also saves 95 million pounds of plastic resin that would otherwise have been used in packaging. And, not coincidentally, Wal-Mart saves more than 500,000 gallons of diesel fuel by not having to transport heavier, bulkier products.
A universal sustainability index has the potential to be even more important. It would let consumers see the true costs of wasteful packaging and products; they then might make better buying decisions.
Not all customers will take that into account. But where Wal-Mart goes, other retailers will follow. It's showing them that there's real money in going green.
My advice to small Wal Mart vendors; Get on board and use environmental sustainability as a competitive advantage as soon as possible. Larger companies are going to be slower to act (because of their size) which gives smaller companies a short term advantage. With the current category management standards at Wal Mart a minor brand could keep their distribution with this edge.
"Why should we care about this stuff," his boss demands.
"Because it can save us 40 percent on our energy costs," he replies.
With that, Disneyesque animated birds and rabbits appear to playfully nuzzle board members who suddenly discover the joys of going green.
Something very similar — absent the animated birds — may have taken place four years ago in Arkansas. At a two-day conference, America's largest retailer, Wal-Mart, committed to a greener course.
It's taking suppliers like GE, as well as competitors and retailers, along on the journey.
The latest evidence of Wal-Mart's eco-evolution is its work to develop a universal sustainability index.
Appliance buyers can now get information on energy efficiency before making a purchase. In the future, Wal-Mart hopes consumers will base buying decisions for everyday products on labels detailing their environmental and social sustainability.
That's quite a departure for a company that once was known for low prices and scorched-earth capitalism. But Wal-Mart has proven that it can do well by doing the right thing.
Last year, it earned $12.7 billion. Those profits come not only from its traditional cost-cutting, but by savings from reducing packaging and improving energy efficiency.
The changes aren't just good for Wal-Mart; they're good for the environment, too.
In 2007, Wal-Mart made a commitment to highlight sales of environmentally friendly compact fluorescent light bulbs that last longer and use less electricity. Doing so meant suppliers like GE had to ramp up production.
Wal-Mart still sells more traditional incandescent bulbs. But the potential energy savings from compact fluorescent bulbs are staggering, especially with sales juiced by Wal-Mart.
In 2008, it began selling only concentrated liquid laundry detergent. The giant retailer says customers have saved more than 400 million gallons of water as a result. The switch also saves 95 million pounds of plastic resin that would otherwise have been used in packaging. And, not coincidentally, Wal-Mart saves more than 500,000 gallons of diesel fuel by not having to transport heavier, bulkier products.
A universal sustainability index has the potential to be even more important. It would let consumers see the true costs of wasteful packaging and products; they then might make better buying decisions.
Not all customers will take that into account. But where Wal-Mart goes, other retailers will follow. It's showing them that there's real money in going green.
My advice to small Wal Mart vendors; Get on board and use environmental sustainability as a competitive advantage as soon as possible. Larger companies are going to be slower to act (because of their size) which gives smaller companies a short term advantage. With the current category management standards at Wal Mart a minor brand could keep their distribution with this edge.
Thursday, July 9, 2009
Understanding Merchandising at Wal Mart
Key Wal Mart manager:
John Fleming – Chief Merchandising Officer. Primary person in charge of the merchandising transformation that is now in play at Wal Mart. Prior position was in the marketing department where he identified who Wal Mart’s customer is and how best to serve them.
I will attempt to communicate Wal Mart’s merchandising direction so suppliers I work with will understand how to best operate in concert with the world’s largest retailer. First, let’s define some terms;
Save money – Live better – This is Wal Mart’s primary direction and mission. Wal Mart will have the lowest price on everything in their stores and on line so their customer can live a better life with the savings. Undisputed low price leader period! Clear low price leadership. Profit margins are secondary to lowest prices on all products. All management decisions are made with this concept in mind.
Clarity of offering – Having a limited number of brands/products in low growth categories. Spreading out on top selling brands in growth categories. Result is the elimination of the #2, #3, #4 products and giving more space to the #1 product. This eliminates out of stocks, increases turns, and Wal Mart’s belief is the consumer will adjust to the lack of assortment especially in the slow growth categories. This strategy is common place merchandising in Europe.
Conversion- This is store merchandising designed to motivate the Wal Mart customer to purchase from as many departments as possible on each shopping trip.
Who are Wal Marts target customers?
Value Seekers – Wal Marts primary customer. Three groups; price value shopper – looking for low price points on popular brands. Price sensitive affluent – quality seeker at a great price. Brand aspirational. Contact tom.price@earthlink for a complete discussion about types of consumers.
Wal Mart is focused on growth categories. They believe that success comes to companies that have their merchandising investment in the growth categories. Their goal is to increase market share in these growth categories.
There are 96 defined categories in Wal Mart. Contact tom.price@earthlink.net for a discussion about these categories.
They analyze product categories from three dimensions; growth potential, scale advantage, and credibility with the customer. Wal Mart calls this approach the Win – Play – show.
A win category is a category that will grow twice the rate of the business unit. Scale advantage relates to power with suppliers thru access of a full range of products and use of the logistics network. Customer credibility is to what degree customers perceive Wal Mart as a creditable source of information.
A play category is one with lower growth or stable business with Wal Mart having a scale advantage and some degree of customer credibility.
A show category is declining in sales, Wal Mart has little credibility with consumers and no scale advantage. This category of products is in the store to fulfill the “one-stop shopping proposition”. Example; it is important that Wal Mart have tape measures but they do not need an assortment. Limit assortment will not harm the shopping experience and will drive productivity so they can invest assets in “win” categories.
If the category is defined as a win or play (grow) Wal Mart invests in the range assortment and visual presentation. They study their competition and strive for quality products at competitive prices. Brands within categories can have a win-play-show rating.
If the category is defined as “show” Wal Mart is reducing suppliers and SKU’s. This results in productivity gains that allows them to invest in the growth categories.
In food examples of “show” categories are ketchup, mustard, barbecue sauce, flour, batters, and soft drinks. Examples of “play” categories are marinades and Mexican.
Along with this merchandising change has come a management structure change called “customer experience”. This group does space allocations, adjacencies, and visual presentation in all stores. Goal is consistent shopping experience throughout all stores.
This group is also about planning, replenishment, pricing, and category management.
Future growth will come from “multichannel integration”. This is defined as customers shopping multiple channels before they make a purchase decision. The online channel will be critical to future growth. The “site to store” program will be a growth platform at Wal Mart. Under this program products available on line only at Wal Mart dot com are delivered to the store free for customer pick up.
In my judgement Win, Play, Show is a huge mistake by Wal Mart management.
Contact Tom Price at tom.price@earthlink.net for ideas on how to gain and keep Wal Mart distribution. I can also help you with your web site and social media marketing development.
Visit:
http://youtube.com/ncbigtom
http://twitter.com/grillzillabrand
Key Wal Mart manager:
John Fleming – Chief Merchandising Officer. Primary person in charge of the merchandising transformation that is now in play at Wal Mart. Prior position was in the marketing department where he identified who Wal Mart’s customer is and how best to serve them.
I will attempt to communicate Wal Mart’s merchandising direction so suppliers I work with will understand how to best operate in concert with the world’s largest retailer. First, let’s define some terms;
Save money – Live better – This is Wal Mart’s primary direction and mission. Wal Mart will have the lowest price on everything in their stores and on line so their customer can live a better life with the savings. Undisputed low price leader period! Clear low price leadership. Profit margins are secondary to lowest prices on all products. All management decisions are made with this concept in mind.
Clarity of offering – Having a limited number of brands/products in low growth categories. Spreading out on top selling brands in growth categories. Result is the elimination of the #2, #3, #4 products and giving more space to the #1 product. This eliminates out of stocks, increases turns, and Wal Mart’s belief is the consumer will adjust to the lack of assortment especially in the slow growth categories. This strategy is common place merchandising in Europe.
Conversion- This is store merchandising designed to motivate the Wal Mart customer to purchase from as many departments as possible on each shopping trip.
Who are Wal Marts target customers?
Value Seekers – Wal Marts primary customer. Three groups; price value shopper – looking for low price points on popular brands. Price sensitive affluent – quality seeker at a great price. Brand aspirational. Contact tom.price@earthlink for a complete discussion about types of consumers.
Wal Mart is focused on growth categories. They believe that success comes to companies that have their merchandising investment in the growth categories. Their goal is to increase market share in these growth categories.
There are 96 defined categories in Wal Mart. Contact tom.price@earthlink.net for a discussion about these categories.
They analyze product categories from three dimensions; growth potential, scale advantage, and credibility with the customer. Wal Mart calls this approach the Win – Play – show.
A win category is a category that will grow twice the rate of the business unit. Scale advantage relates to power with suppliers thru access of a full range of products and use of the logistics network. Customer credibility is to what degree customers perceive Wal Mart as a creditable source of information.
A play category is one with lower growth or stable business with Wal Mart having a scale advantage and some degree of customer credibility.
A show category is declining in sales, Wal Mart has little credibility with consumers and no scale advantage. This category of products is in the store to fulfill the “one-stop shopping proposition”. Example; it is important that Wal Mart have tape measures but they do not need an assortment. Limit assortment will not harm the shopping experience and will drive productivity so they can invest assets in “win” categories.
If the category is defined as a win or play (grow) Wal Mart invests in the range assortment and visual presentation. They study their competition and strive for quality products at competitive prices. Brands within categories can have a win-play-show rating.
If the category is defined as “show” Wal Mart is reducing suppliers and SKU’s. This results in productivity gains that allows them to invest in the growth categories.
In food examples of “show” categories are ketchup, mustard, barbecue sauce, flour, batters, and soft drinks. Examples of “play” categories are marinades and Mexican.
Along with this merchandising change has come a management structure change called “customer experience”. This group does space allocations, adjacencies, and visual presentation in all stores. Goal is consistent shopping experience throughout all stores.
This group is also about planning, replenishment, pricing, and category management.
Future growth will come from “multichannel integration”. This is defined as customers shopping multiple channels before they make a purchase decision. The online channel will be critical to future growth. The “site to store” program will be a growth platform at Wal Mart. Under this program products available on line only at Wal Mart dot com are delivered to the store free for customer pick up.
In my judgement Win, Play, Show is a huge mistake by Wal Mart management.
Contact Tom Price at tom.price@earthlink.net for ideas on how to gain and keep Wal Mart distribution. I can also help you with your web site and social media marketing development.
Visit:
http://youtube.com/ncbigtom
http://twitter.com/grillzillabrand
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