PACK SIZE PRICING USING PACK SIZE REDUCTION AS AN USING PACK SIZE REDUCTION AS AN INDIRECT PRICING STRATEGY
Date: July 2013
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ACHIEVING THE DUAL GOALS OF PRICE COMPETITIVENESS AND MARGIN DEVELOPMENT IS BECOMING A MORE COMPLEX EQUATION DEMANDING RETAIL ENVIRONMENT
SAVVY, , CONNECTED CONSUMER
VS Margin Enhancement
Price Competitiveness
The need for The need for CONTINUED INVESTMENT
SHARE MARKET Q REQUIREMENTS EVOLVING COMPETITIVE FRAMEWORK
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Equally all strategies can be executed poorly and miss the desired goal.
Innovation
Volum me Driving
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PRICING STRATEGIES ARE MORE THAN SIMPLY TAKING TAKING PRICE RISES PRICE RISES
Price Decrease
ROI Investment Efficiencies
Assortment Optimisation
Reduction of Discounting
Pack Down Sizingg
Pack Up Sizing
Price Increase
Margin Driving 3
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STUDY SCOPE Nielsen identified 91 items that had a) had previously taken a series of price changes and b) down sized the product offering
91
items
identified across 14 14 categories within 10 countries
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WHAT APPEARED TO BE THE DRIVING OBJECTIVE FOR DOWN SIZING? DRIVING OBJECTIVE FOR DOWN SIZING?
ONLY 40% OF DOWNSIZED BRANDS DROVE THE CONCEPT OF BOTH A MORE COMPETITIVE PRICE AND MARGIN ENHANCEMENT
7% 24pts
0% 7%
7%
14%
21%
7%
47pts
33%
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60%
12% 50 pts
6% 6%
Pack Downsize
Price % change
Reduced pack size but didn't improve margin Reduced pack size & passed some saving to consumer Reduced pack size & passed some saving to consumer
Distribution % change % change
Reduced pack size and kept all savings
Margin % change 6
WAS THERE ANY RISK?
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THERE IS SOME RISK ASSOCIATED WITH THE STRATEGY
Those who don’t pass on savings, are damaging all!
Source: Dailymail.co.uk
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HOW EFFECTIVE IS PACK DOWNSIZING AS A PRICING STRATEGY? PRICING STRATEGY?
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DOWNSIZING ALLOWS GREATER “PRICE RISE” THAN NORMAL Benefit can be shared with BOTH Manufacturers & Retailers
Country
Annual CPI (April 2013)
Effective Price Rise*
M l i Malaysia
1 6% 1.6%
10 4% 10.4%
65 6.5
Singapore
3.5%
10.5%
3.0
Philippines
3.2%
5.5%
1.7
Hong Kong
3.6%
4.3%
1.2
Vietnam
6.6%
6.1%
0.9
Thailand
2.4%
0.8%
0.3
India
11.4%
1.4%
0.1
Index
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MINIMISING VOLUME LOSS IS A REALISTIC OUTCOME MINIMISING VOLUME LOSS IS A REALISTIC OUTCOME Less volume lost via downsizing than the equivalent price rise
Median Volume Loss (91 brands) 0
Volume loss as a result of a 10% Pack size reduction ‐30% ‐20% ‐10% 0% 0%
‐40%
‐2 ‐4 ‐6
‐10%
‐10.6
‐8
‐20%
‐17.5
‐10
‐30%
‐12 ‐14
‐40%
‐16
‐50%
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‐18
0.6 : 1
‐20 10% Pack Size Decline
‐60%
Volume Loss ass a result of a 10% % Price IIncrease
Brand Volume Loss from Two Brand Volume Loss from Two Alternate Pricing Strategies
10% Price Increase
NB. Data points reflective of 36% of cases where downsizing was a better option NB. Blue reflective of 36% of cases where downsizing was a better option Purple e reflective of 23% of cases where price increase was a better option
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IF THE OBJECTIVE IS ONLY MARGIN IMPROVEMENT THEN A STRAIGHT PRICE RISE MAYBE A BETTER OPTION In 64% of cases, a straight price rise strategy lost less volume than equivalent price rise price rise
Brands Performance by Strategy 23%
36%
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What is the COST of downsizing?
IMPACT ON VOLUME DIFFERENTIAL
• Implementation costs l i • Supply chain disruption DOWN SIZING BETTER
41% SAME (+/‐2PTS)
Reduced the volume loss of volume loss of equivalent price rise PRICE RISE BETTER
But obviously not the RIGHT strategy for ALL
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HOW CAN COMPANIES ENSURE DOWNSIZING WORKS? DOWNSIZING WORKS?
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TAKING THE RISK OUT OF DOWNSIZING TAKING THE RISK OUT OF DOWNSIZING
Minimising the Volume Loss Ensure the downsizing does not impact product usage Ensure the value perception is not significantly altered Ensure the value perception is not significantly altered Drive equity during the change over period Focus on distribution
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TAKING THE RISK OUT OF DOWNSIZING TAKING THE RISK OUT OF DOWNSIZING
Have a long term margin perspective Have a long term margin perspective Drive margin improvements at the change over Ensure the any margin enhancement is within acceptable guidelines. EG: Don’t get greedy Do not try and sell the change Do not try and sell the change on grounds outside the consumer belief. EG: Health on grounds outside the consumer belief EG: Health Concerns
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TAKING THE RISK OUT OF DOWNSIZING TAKING THE RISK OUT OF DOWNSIZING
Maintain the Portfolio price Architecture Understand the price gap sensitivity to ensure the price per unit Understand the price gap sensitivity to ensure the price per unit of measure of measure incentive curve is not disrupted
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TAKING THE RISK OUT OF DOWNSIZING
Manage Portfolio f l and Category Devaluation d l Reinforce the Brand Values above the line. Drive trial of the new pack format at the store via promotions.
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DOWNSIZING CAN ACHIEVE DUAL GOALS Success lies in: 1. Clear long term pricing objectives 2 Evaluate the true costs 2. Evaluate the true costs 3. Focus on implementation
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5 KEY QUESTIONS TO ASK BEFORE DOWNSIZING Focusing on WHAT and HOW will increase the chances of success
1
Wh t What are the business objectives? th b i bj ti ?
2
How will a pack size decrease affect my portfolio price architecture?
3
How do I expect the pack adjustment to affect the volume of the category and my brand? l f th t d b d?
4
How do I intend to manage any potential risks?
5
How am I going to ensure executional excellence?
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FOR MORE INFORMATION, CONTACT THE AUTHOR:
ANDREW PALMER EXCUTIVE DIRECTOR – THOUGHT LEADERSHIP SEANAP THOUGHT LEADERSHIP SEANAP
[email protected]
OR YOUR LOCAL NIELSEN REPRESENTATIVE