Comments on: How Objective are Category Captains? http://logisticsviewpoints.com/2010/02/22/how-objective-are-category-captains/ Providing logistics professionals with clear and concise analyses of Logistics Trends, Technologies, and Services Wed, 08 Feb 2012 13:26:03 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: jromano http://logisticsviewpoints.com/2010/02/22/how-objective-are-category-captains/comment-page-1/#comment-169 jromano Mon, 22 Feb 2010 20:19:55 +0000 http://logisticsviewpoints.com/?p=2983#comment-169 Is category management harder for companies that do not have product classification and taxonomies? Is standard data models the rule, like GDSN? How are categories, subcategories classified in your view? What if a retailers data is lousy? errors, dups, etc.? Category management is worthless? JR Is category management harder for companies that do not have product classification and taxonomies? Is standard data models the rule, like GDSN? How are categories, subcategories classified in your view?

What if a retailers data is lousy? errors, dups, etc.? Category management is worthless?

JR

]]> By: mike.spindler@shelfsnap.com http://logisticsviewpoints.com/2010/02/22/how-objective-are-category-captains/comment-page-1/#comment-168 mike.spindler@shelfsnap.com Mon, 22 Feb 2010 17:24:48 +0000 http://logisticsviewpoints.com/?p=2983#comment-168 Category captains also usually invest a good deal of time, and resource into building the category plan. We spoke recently to a beverage manufacturer who had spent over 5 months for an entire team, planning store specific modulars (or planograms) for the category on each of 900 stores in the chain. The final step should be to check compliance to plan after the products are put onto the shelf. In the case of this manufacturer, the shelves were almost 40% out of compliance with the plan, on average. So, the category captain was giving up 40% of the plan leverage, affecting both his brands and his competitors. Category captains also usually invest a good deal of time, and resource into building the category plan.

We spoke recently to a beverage manufacturer who had spent over 5 months for an entire team, planning store specific modulars (or planograms) for the category on each of 900 stores in the chain.

The final step should be to check compliance to plan after the products are put onto the shelf. In the case of this manufacturer, the shelves were almost 40% out of compliance with the plan, on average. So, the category captain was giving up 40% of the plan leverage, affecting both his brands and his competitors.

]]>