Case study: William Saurin

Résumé du document

The ready-made and canned dishes market is a competitive market, worth a substantial ? 534 million. William Saurin, who is the main actor in this market, proposed a new merchandise as a recommendation, in order to improve the clarity and simplicity for the customer. In this assignment, we will look at William Saurin's recommendation for the canned ready-made dishes aisle, in depth. William Saurin made a recommendation to French distributors, in order to answer a major consumer expectation, which is to find products that require no preparation. Their organization is focused on the consumption circumstances, because according to a survey, "a homogeneous product cluster depending on how long they need to be prepared and when they are to be eaten" had been identified. Keeping in mind the survey results, the aisle was segmented into three areas according to the cooking time.

Extraits

[...] The turnover of the aisle was increased by after the application of the merchandising recommendation. This could be explained by the fact that the products in the cooking and tasty areas are more expensive than in the daily gourmet area. One of the other main expectations of the customers was to have a clearer and more dynamic aisle. The suggestion that William Saurin made was to install vertical kakemonos to make products more visible and to attract customer by providing relevant information of the vitamins are preserved in the caning process” this go against the received idea). [...]

[...] That meets the wishes of the customer that want a quick, effective and dynamic shopping. 2.Then, determine whether this recommendation is addressing all the possible issues related to the different types of merchandizing The quantitative merchandizing is all actions whose impacts are directly measurable like the length of shelf space, packaging size, stock turnover and shelf stock turnover coverage. In William Saurin's recommendation, no information is given to deduce that it will impact measurable subjects. Indeed, this recommendation provides elements to improve and organize stock management, merchandising management, it cannot measure results. [...]

[...] The suppliers are promoting its recommendations, like William Saurin. They want to expand their business, and to improve their market share by having a great product availability and visibility. The product availability control is helped by a well-organised shelf, in which each product has its own place. About the visibility, products could be in a well-segmented part of the aisle, with the possibility of emphasis on some products (increasing their sales). According to the head of Leclerc Dinan, sales went up by 15% after the implementation of this Neo-concept. [...]

[...] disloyalty), and boredom. Before the change in the aisle, it was really difficult to find a product, it was boring, and was not attractive (consumers just saw 10% of products on the shelf). Nowadays, the shelf environment is better, customers find the product they want and without wasting time. Customers are less brand-loyal, because of impulsive purchases, and switch sometime to “cooking pleasure” segment, in contrary to planned purchase (“daily gourmet”). The shelves are cleaner and well- organized, leading to a less boring shopping. [...]

[...] 3.Finally, show to what extend this recommendation could answer your needs as a retailer, supplier promoting this recommendation, consumer For the retailer, its needs are to satisfy the consumer by providing a good assortment, some animation and a good pricing strategy. The retailer also wants to be differentiated from the other retailers to maximize profit. William Saurin's established recommendations in which shelves should be well-organised and animations could be a way to structure better the aisle. Furthermore, the different segments are more visible and products are more visible. [...]