Assortment

Define the optimal assortment breadth through a detailed analysis of transactions and consumer data to understand consumer choice criteria and break down each category into consumer need units (i.e. groups of products responding to the same need). This approach can be customized according to the size and format of the store.

Define the ideal assortment (down to the EAN level) at an operational level (national, regional, store cluster, etc.), which optimizes the KPIs that are most important to you (sales value, sales volume, margin, etc.). This while considering a customized list of criteria that you choose whether strategic (brands, customer segments, etc.), operational (% of movements, box size, etc.) or tactical (weight of a given supplier, etc.).

Simulate the impact that assortment decisions made during negotiations with suppliers (positive or negative scenarios) will have on your sales. Identify the delistings that will impact your sales the least while rebalancing each supplier’s share of offer according to negotiated agreements.

Analyze the specific sales and customer profiles in each store and propose a fully customized version of the assortment for every store. The deliverable can either be a directly customized assortment proposal for the store, or a proposal for product picking/de-picking compared to the nationally proposed default assortment.

Track and compare the ramp-up and performance of new products within assortments through a diverse set of KPIs (average weekly sales per store, penetration, repeat purchase, etc.) and recommend the most appropriate action: maintain, increase, decrease, or stop product distribution.

Control the presence of each product across different stores, its compliance with the agreement signed with the supplier, and take the appropriate actions to correct unwanted discrepancies.