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CPCA & CPCM Exams > CPCA & CPCM Exams > Flashcards

CPCA & CPCM Exams Flashcards

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1
Q

Originally published by ECR sub-committee in US late 1980s

A

8 Step Category Management Process

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2
Q

Distinctly - measurable and manageable grouping of products that are interrelated and substitutable

A

Category

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3
Q

Collaborative effort between trading partners (retailers and manufacturers) to optimize the development of total category volume and profit

A

Category Management Process

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4
Q

Assigned to categories that are high impulse purchases and low volume generators for retailer

A

Convenience Role

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5
Q

Assigned to most important categories for the retailer. Typically targeted to categories with large dollar sales, high household penetration, high purchase frequency

A

Destination Role

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6
Q

Category Management was formally defined in the US as a result of this joint industry project

A

ECR (Efficient Consumer Response)

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7
Q

1) Definition
2) Role
3) Assessment
4) Score Card
5) Strategies
6) Tactics
7) Implementation
8) Review

A

8 Steps in the Category Management Process

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8
Q

Most influential trading partner in Category Management

A

Retailer

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9
Q

Assigned to categories that are part of the customer’s regular shopping pattern once they have entered the store. Assigned to categories with high household penetration

A

Routine Role

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10
Q

Assigned to categories that are available at specific times of year or are more predominant at certain times of the year

A

Seasonal Role

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11
Q

The focal point of category management

A

Shopper

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12
Q

Total store sales for a store or group of stores

A

ACV (All-Commodity Volume)

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13
Q

Total cost of the products paid by Retailer to prepare them for sale in the store

A

COGS (Cost Of Goods Sold)

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14
Q

Manufacturer ships products directly to retail stores

A

DSD (Direct Store Delivery)

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15
Q

Pricing strategy where there is an everyday low price with little to no feature pricing

A

EDLP (Every Day Low Price)

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16
Q

An inventory profitability measure commonly used by retailers

A

GMROI (Gross Margin Return On Investment)

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17
Q

Measurable value that organizations use to evaluate overall success at reaching targets

A

KPI (Key Performance Indicators)

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18
Q

When the product has no stock left on the shelf, resulting in lost sales and upset shoppers

A

OOS (Out Of Stock)

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19
Q

A shelving schematic

A

POG (Planogram)

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20
Q

In-store merchandising materials used to catch shoppers’ attention

A

POP (Point of Purchase)

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21
Q

Retailers front-end cash register that scans products purchased and stores the information in a database

A

POS (Point Of Sale)

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22
Q

Tool that captures strengths, weaknesses, opportunities, and threats that tie in with results of a category or business review

A

SWOT (Strength, Weakness, Opportunity, Threat)

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23
Q

Price of an item that is reduced from it’s everyday regular price, usually some type of promotion

A

TPR (Temporary Price Reduction)

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24
Q

Retail industry scenario driven by growth of new store formats, new ways to increase consumer spending through new categories and services, new items beyond typical assortment with a channel, and to meet a changing shopper

A

Blurred Channel

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25
Q

Channel with typically lower operating expenses and less overhead (with primarily large size offerings) so prices are generally lower

A

Club Channel

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26
Q

Channel that offer low prices on certain items and in some categories with a wide variety of merchandise but a limited assortment. Attracts all income levels with their $1 price points

A

Dollar Stores

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27
Q

Walmart was one of the first retailers to launch this initiative to create a value proposition for shoppers

A

EDLP (Every Day Low Price)

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28
Q

Channel with typically higher operating expenses than other channels, resulting in lower margins and/or higher prices than other channels

A

Grocery Channel

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29
Q

A shopper’s primary concerns that drive their shopper purchase decisions

A

Quality, Value, Convenience

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30
Q

The phenomenon when a product is segmented and transformed into niche products in order to offer Shoppers more apparent choices to drive up the sales of the product

A

SKU/Item Proliferation (Rapid Increase In Numbers)

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31
Q

A solution for Retailers to address differences related to size, geography, and Shopper needs

A

Store Clustering

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32
Q

The most important retail in-store factors that are affected by increased product assortment

A

Variety, placement, and space

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33
Q

A price that reflects units sold with and without any type of discount

A

Average Price

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34
Q

Retail pricing strategy to balance lower margins required on more price-sensitive products with higher margin prodcts to achieve category margin objectives

A

Blended Margin Strategy

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35
Q

((Non-promoted price - promoted price) / Non-promoted price)*100

A

Level Of Discount

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36
Q

Products whose sales are not affected with an increase in price have this

A

Low Elasticity

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37
Q

A price that reflects the average product price in retail stores when any merchandising condition (including feature, display, price reduction) was in effect

A

Promoted price

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38
Q

EDLP, High/Low, Frequent shopper pricing, Hybrid Pricing

A

Retail Pricing Strategies

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39
Q

The most valuable data source to help Retailers set item level pricing

A

Weekly point of sales data

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40
Q

Modelled or estimated sales results based on algorithms

A

Baseline and Incremental sales

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41
Q

The normal expected sales volume in the absence of any promotion

A

Baseline sales

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42
Q

Establishes if there is a relationship between unit sales and price

A

Correlation analysis

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43
Q

The retail practice of marketing or displaying products from different categories together to generate additional revenue for the store

A

Cross Merchandising

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44
Q

Key drivers of incremental sales volume

A

Display, TPR, Promotions

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45
Q

An analysis that compares $ share to tactical shares for a given product group (e.g. share of shelf, share of items,share of promotion, share of display)

A

Fair Share Analysis

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46
Q

The activity referred to when a product is promoted in a weekly newspaper or in store circular or flyer

A

A feature or promotion

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47
Q

A measure used to indicate an increase in product sales volume due to some type of tactical activity

A

Lift

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48
Q

Refers to sales generated during the presence of any type of promotional activity (feature, display, TPR)

A

Promoted Sales

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49
Q

Lift, incremental sales, subsidized volume, profit

A

Promotional Effectiveness Measures

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50
Q

Quantifies the impact of pricing changes on volume

A

Regression analysis

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51
Q

The difference between incremental sales and promoted sales

A

Subsidized volume

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52
Q

A measure used to assess product availability in retail outlets based on weighted distribution of stores

A

ACV Distribution

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53
Q

The opposite effect of incremental contribution

A

Cannibalization

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54
Q

A combination of several metrics, such as dollar sales and unit sales, which provide an overview of a product’s true impact on a category

A

Combined performance index

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55
Q

Sales growth strategy where a retailer operates in one or only a few segments of the larger market, following a niche strategy with one brand

A

Concentrated market coverage strategy

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56
Q

Sales growth strategy where several niche markets or population segments are targeted with different products for each niche or segment

A

Differentiated Market Coverage Strategy

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57
Q

Helps to define which products to carry in assortment analysis and rules out products that are not substitutable

A

Focus Market

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58
Q

Numerically identifies the benefit of adding a particular item to a particular category assortment based on cannibalization

A

Incremental contribution

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59
Q

Gives a visual representation of SKU rationalization using market coverage results based on cumulative % of sales plotted on a line chart. On average, 20% of category items generate 80% of category sales

A

Pareto Analysis

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60
Q

Assortment changes should be incorporated into these once the changes have been approved

A

Planograms

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61
Q

First to market, market coverage objectives, broad assortment, private label strategy

A

Retail Assortment Strategies

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62
Q

The process of identifying poor performance items that should be deleted from the product assortment to improve category sales

A

SKU Rationalization

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63
Q

A measure used to assess product availability in retail outlets based on the number of retail outlets (store count) that carry an item

A

% stores carrying

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64
Q

A sales growth strategy where a retailer ignores segmentation variables and go after the whole market with one brand

A

Undifferentiated market coverage strategy

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65
Q

Includes promotional in-store and circular activity gathered by field staff used to compile syndicated scanner data

A

Audit data

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66
Q

The two data sources that comprise syndicated scanner data

A

Audit data and scanner data

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67
Q

The projected sales in a given time period that would have sold without any type of promotion

A

Baseline sales

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68
Q

Product distribution, new items, regular price, shelf space

A

Baseline sales drivers

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69
Q

An analytic approach that starts at a topline level (e.g. total category, total market) and then drill down into lower levels (e.g. segments, channels, different time periods)

A

Drilling down

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70
Q

Display, flyer/promotion activity, TPR or price reductions

A

Incremental sales drivers

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71
Q

Region of the USA that has the lowest syndicated data coverage versus other regions

A

Northwest Region

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72
Q

The most important source of data used in category management

A

Retail scanned data

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73
Q

Item $ sales / distribution (weighted or % of stores carrying). Equalizes sales between items with different levels of distribution and highlights distribution opportunities

A

Sales per point of distribution

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74
Q

( Distribution target x $ SPPD for Item A) - $ sales for Item A

A

Sales per point of distribution opportunity gap

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75
Q

Point-of-sale data gathered from Retailers used to compile syndicated scanner data

A

Scanner Data

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76
Q

Total product group category $ share / # of items in product group. Calculates the average productivity across product groups.

A

Share per SKU or share per item

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77
Q

Sales data compiled across multiple Retailers across a variety of distribution channels

A

Syndicated Scanner Data

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78
Q

Areas to drill into to get a better understanding of data results

A

Time, product, geography, and measures

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79
Q

Baseline Sales + Incremental Sales

A

Total Sales

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80
Q

How much the consumer spends on their total basket when a particular product is included in their purchase

A

Average Basket Ring or Market Basket Analysis

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81
Q

Purchase frequency x $ per Purchase

A

Buying Rate Formula

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82
Q

An important shopper group to understand because they represent a small % of buyers but usually make up a majority of the sales volume

A

Heavy Buyers

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83
Q

The percentage of households that purchased a product group (brand or category)

A

Household Penetration

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84
Q

Loss of volume to other channels or retailers

A

Leakage

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85
Q

A shopper group that usually doesn’t purchase as much ($) or as frequently as Heavy Buyers

A

Light Buyers

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86
Q

Product loyalty, retailer loyalty, consumer purchase behavior, consumer demographics

A

Panel data can measure…

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87
Q

Total product group buyers / total category buyers

A

Penetration formula

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88
Q

The number of times the product group has been purchased over the time period

A

Purchase Frequency

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89
Q

Measures how a product group satisfies a consumer’s category needs. Also referred to as product loyalty

A

Share of Requirements or Share of Wallet

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90
Q

Gathered from statistically reliable panels of consuming households that scan or record their purchases and for which they are compensated

A

Syndicated Panel Data

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91
Q

of Buyers x $ Spent Per Household

A

Total Sales Formula

92
Q

An activity where data is checked for discrepancies and errors before starting retail point of sale data analysis

A

Data Cleansing

93
Q
  1. Calculate the change in sales between the base and test period for both the control store and test store groups
  2. Compare changes in the test store group to the control store group
A

Steps to Analyze In-Store Test

94
Q

A grouping of stores with similar characteristics based on the customers’ demographics, lifestyle, and other factors.

A

Store Clustering

95
Q

A common product link between retail POS data and syndicated POS data that excludes store brand/private label items that are not reported in syndicated data

A

UPC Code

96
Q

A method to more accurately identify overhead costs when they are not tied to direct labor

A

ABC (Activity-Based Costing)

97
Q

Calculated by summing up the total of all category sales within a geography (market, channel, or retailer)

A

ACV (All-Commodity Volume)

98
Q

Goods Available For Sale - Ending Inventory

A

Costs of Goods Sold

99
Q

A comparison between the % of households in specific demographics in a region vs a specific store. Identifies stores which skew high in certain demographic profiles

A

Demand Index

100
Q

($ Sales / ACV Distribution) x (ACV Distribution Target - ACV Distribution)

A

Dollar Opportunity Gap Formula

101
Q

Annual Profit / Average Inventory Cost

A

GMROI Formula

102
Q

Beginning Inventory + Cost of Goods Purchased

A

Goods Available for Sale

103
Q

(Retail Price - Cost) / Retail Price

A

Gross Margin %

104
Q

Total units per year / (# of facings * units per facing)

A

Inventory Turns Formula

105
Q

Annual Cost of Goods Sold / Average Inventory Level

A

Inventory Turns Formula

106
Q

(Retail Price - Unit Cost) / Unit Cost

A

Markup % Formula

107
Q

A comparison between the % ACV sales in a specific product group within a market and the % of households within a market

A

Product Demand Index (Market)

108
Q

Total # of trips / # of buying households

A

Purchase Frequency Formula

109
Q

A comparison between a store’s sales with the chain’s average sales

A

Sales Index

110
Q

Store Sales / Store ACV $

A

Sales Index Formula

111
Q

Brand $ Sales / Category $ Sales

A

Share of Category Sales Formula

112
Q

Measures the extent to which a product satisfies a consumer’s requirements in a category

A

“Share of Requirements” or “Share of Wallet”

113
Q

Data source that can be used to create demographic profiles for products and retailers, measure product demand by store and zip code, and identify leisure activities for target consumers

A

Geodemographic data

114
Q

Data source that includes information collected by consumers who scan their purchases and are then compiled into syndicated data source

A

Household Panel Data

115
Q

Information collected by observing consumers while they shop followed by asking them a defined set of questions

A

In-store Shopper Research

116
Q

Provides the information about other products that are purchased at the same time as a specific category

A

Market basket analysis

117
Q

Research that includes in-depth surveys, focus groups, observational, video monitoring, and ethnographic research

A

Qualitative and quantitative research

118
Q

Internal sales data collected by retailers through their scanned sales systems

A

Retailer Point-of-Sale Data

119
Q

Data source that is gathered from the transactions of multiple retailers that is compiled into a database to create market data

A

Syndicated scanner data

120
Q

analyzes the changing views of a single group of consumers, making it an effective tool for market research. Provides ongoing research surveys, often conducted online, through a series of questions to a representative sample of consumers

A

Tracking studies

121
Q

A common identifier across the data sets

A

MOST important requirement to allow you to analyze across multiple data sets

122
Q

The 3 Dimensions along which Data Cube describes market facts for a specific data measure

A

Product, Geography, Time Period

123
Q

The BEST analysis that you can perform through purchase frequency and shopping basket information in retail point of sale data

A

Shopper Insight Analysis

124
Q

Retail measurement data (scanned sales data) that is “rolled up” to include and reflect channel and market data

A

Syndicated Scanner Data

125
Q

Measures the percentage of category buyers lost to other stores

A

Buyer conversion analysis

126
Q

The loss of $ volume in a category stemming from a retailer’s current shopper purchasing the same category in a competitive retailer

A

Category leakage

127
Q

Information is gathered from a panel of consumers who record their purchases over a period of time and compiled into this data source

A

Consumer panel data

128
Q

Represent a small percentage of buyers but usually make up a majority of the sales volume

A

Heavy buyers

129
Q

Measures the % of dollars a retailer is capturing in a category, and the percentage it’s losing to competition

A

Leakage analysis

130
Q

Assesses the size and contents of a shopper’s total purchases to identify affinities or related purchases over time

A

Market basket analysis

131
Q

Total # of trips / # of buying households

A

Purchase Frequency Formula

132
Q

Is the most important source of data used in category management work

A

Retailer scanned sales data

133
Q

Brand $ sales / category $ sales

A

Share of category sales formula

134
Q

A measure that is based on shopper’s perceived deals

A

% sold on deal

135
Q

A measure that is based on the actual volume sold on a temporary price reduction

A

% sold on TPR

136
Q

The foundational data element used to organize and measure product performance in household panels. They are the common product field that ties panel data together

A

UPC Codes

137
Q

An area surrounding a store based on the distance a consumer is willing to drive for a type of product that the store can effectively reach and potentially influence

A

Consumer trade area or market area

138
Q

A comparison between the % of households in specific demographics in a region vs a specific store. Identifies stores which skew high in certain demographic profiles at any level of product grouping

A

Demand Index

139
Q

Analyzing the way consumer behavior and lifestyle interact

A

Most important element of demographic behavioral data analysis

140
Q

A comparison between the % ACV sales in a specific product group within a market and the % of households within a market

A

Product Demand Index (Market)

141
Q

A comparison between a store’s sales with the chain’s average sales

A

Sales Index

142
Q

Store Sales / Store ACV $

A

Sales Index Formula

143
Q

Attributes that can affect differences across stores and should be considered by retailers when clustering their stores

A

Store size, geography and climate, consumer purchase behavior and consumer demographics

144
Q

Store volume (units and dollars), Shopper demographics, consumer purchase behavior, Geography/location

A

Attributes customarily used to create store clusters

145
Q

The MOST important reason for category managers to use store level data in their category analysis

A

Compare store performance across a banner

146
Q

A retail scanned sales data component that allows retailers to track organic growth in their business (or all stores excluding new store openings)

A

Comp Stores

147
Q

($ Sales / ACV distribution) x (ACV distribution target - ACV distribution)

A

Dollar Opportunity Gap Formula

148
Q

The measurement that can be MOST influenced by ghost inventory, visual out of stocks, and location of store inventory in the store

A

In Stock/Out of Stock

149
Q

Look at sales before ad during the test period for both the control and test stores, and then you need to compare the results of each for the best analysis

A

In-Store test results analysis

150
Q

Includes information on Dollar and Unit sales, profit, transactional, basket and time aggregates

A

Retail Scanned Sales Data

151
Q

$ Sales / ACV distribution

A

Sales per Point of Distribution Formula

152
Q

BEST approach to take when choosing stores for an in-store test

A

Selecting test stores that are similar to the control stores

153
Q

Analytics available in retailer scanned sales data

A

Trends, sales and profit analysis, shopper insights

154
Q

Best tool to help design a shelf layout that maximize shopper friendliness based on shopper needs

A

Consumer decision tree

155
Q

Indicates how many days of stock is available before it runs out

A

Days of supply

156
Q

Do I need to have an item in each segment of a category?
How many different items do I need to satisfy a particular shopper demand?
How can I optimize volume in key segments?
Can I reduce the number of items in a given segment thereby reducing my inventory costs without risking a loss in overall category demand?

A

Important considerations when establishing a planogram based on a consumer decision tree

157
Q

Total units per year / (# of facings x units per facing)

A

Inventory turns

158
Q

The process through which, once a new planogram is implemented by a retailer, the category management team conducts a direct comparison between the metrics for the past planogram and the new one, and then continues to make comparisons over time as new sales data is collected

A

Post-reset tracking

159
Q

Balance between minimizing days of supply and maximizing stock availability

A

Space management inventory objective

160
Q

The MOST important factors that retailers need to consider when determining product assortment and considering how it affects the shelf

A

Variety of items and shelf capacity

161
Q

Transactional data analysis, inventory balancing, seasonality evaluation

A

Analytics enabled through retailer’s POS data

162
Q

A way for retailers to test out new ideas without committing to all stores in a real world environment

A

Control store test

163
Q

A means to check for and clean out discrepancies and errors in item level data before analysis is completed

A

Data Cleansing

164
Q

Calculate the sales between the pre-test and test periods for both the control store group and the test store group. Then calculate and compare the changes between time periods for both test and control store groups.

A

Procedure for analyzing results of an in-store test

165
Q

Increased resource capacity requirements, Increased data storage requirements, increased analytical horsepower / computer capability, Increased access to detailed demographics psychographics

A

Requirements to establish effective retail store clusters

166
Q

The grouping of stores based on similar characteristics or attributes beyond geography including store size and more importantly shopper characteristics

A

Store Clustering

167
Q
  1. Reach
  2. Response
  3. Quality
  4. Frequency
A

4 BEST drivers to consider when assessing display performance

168
Q
  1. Display
  2. Feature
  3. Feature and display
  4. Price Reduction
A

4 primary merchandising conditions that can influence promotional results

169
Q
  1. Define the problem
  2. Determine the reasons for the problem
  3. Determine the underlying conditions that give rise to the reason for the problem
  4. Design a solution
  5. Implement the solution
  6. Evaluate the success of the solution
A

6 Steps of Root Cause Analytics

170
Q

Pricing term that identifies the true cost (and therefore profitability) of each activity in the sales of a product

A

Activity Based Costing (ABC)

171
Q

Calculated by summing up the total of all category sales within a geography (market, channel, or retailer), to get a “Total ACV” number

A

ACV (All-Commodity Volume)

172
Q

Estimated product sales expected to generate during a non-promoted week

A

Base sales

173
Q

A root cause analysis technique used to record the actions and conditions for a given consequence to occur

A

Causal factor tree

174
Q

To help identify, explore, and display possible causes realted to a problem or condition. They help to look for relationships between actions or events such that one or more are the result of the other or others

A

Cause and effect diagram

175
Q

Consider the strengths and weaknesses of each data resource, use relative comparisons vs absolute comparisons, use the appropriate time periods for evaluation

A

Considerations when combining data resources

176
Q

Give an external perspective of the total market that consumers are shopping in. Shoppers shop the entire market - not within a specific channel. By looking at the bigger perspective it helps retailers better understand their strengths and opportunities

A

External retail benchmarks

177
Q

Share of features by product group / dollar share by product group within a category

A

Fair share of features

178
Q

Product sales that would not have sold without the promotion

A

Incremental sales

179
Q

Indicates if the retailer’s category share is higher or lower than it’s ACV share, but doesn’t imply over - or under - development

A

Index vs ACV

180
Q

A process designed for use in investigating and categorizing the root causes o events that involves data collection, cause charting, root cause identification and recommendation generation and implementation and helps identify what, how and why something happened, thus preventing recurrence

A

Root cause analytics

181
Q

Define the problem

A

Step #1 of Root Cause Analytics

182
Q

Determine the reasons for the problem

A

Step #2 of Root Cause Analytics

183
Q

Determine the underlying conditions that give rise to the reason for the problem

A

Step #3 of Root Cause Analytics

184
Q

Design a solution

A

Step #4 of Root Cause Analytics

185
Q

Implement the solution

A

Step #5 of Root Cause Analytics

186
Q

Evaluate the success of the solution

A

Step #6 of Root Cause Analytics

187
Q

Should identify areas of opportunity (including potential volume) that takes you from “what is” to “what could be”. Should include dimensions like: category trends, economic trends, category tactics, and competitive activity

A

Category health assessment

188
Q

Should consider each one of these perspectives: Consumer, Category, Company, Competition

A

Category review

189
Q

Traffic building, transaction building, turf defending, excitement creating, image enhancing, cash genera and profit generating

A

Category strategies

190
Q

An approach to analyzing large amounts of data with focus on the correct business issues, opportunities and hypotheses starting at a big perspective and then moving to more detailed information

A

Data drilldown

191
Q

An approach to help you to understand where your tactical support is category share across brands and segments

A

Fair Share Analysis

192
Q

A strategy that will help to build sales because more buyers will purchase the category at a specific Retailer

A

Improve buyer conversion

193
Q

An approach that helps to identify the $ volume potential based on benchmarks within a category

A

Opportunity gap analysis

194
Q

An approach that helps to determine the best regular or TPR price for a specific item

A

Regression analysis

195
Q

Goods Available For Sale - Ending Inventory

A

Cost of Goods Sold

196
Q

An efficient system that allows products to flow faster and with less handling expenses because the product does not have to be put away in the warehouse

A

Cross Docking

197
Q

Measure on the retailer income statement that captures items like merchandise inventory among others

A

Current assets

198
Q

Annual cost of Goods Sold / Average Inventory Level

A

Goods available for sale

199
Q

Sales - Cost of Goods Sold (COGS)

A

Gross Margin $ Formula

200
Q

(Retail price - Cost) / Retail Price

A

Gross Margin % Formula

201
Q

This doesn’t always equate to high gross margin $ generations

A

High gross margin %

202
Q

Annual cost of Goods sold / Average Inventory Level

A

Inventory Turns formula

203
Q

1 - (Reduced Price / Original Price)

A

Markdown % formula

204
Q

(Retail Price - Unit Cost) / Unit Cost

A

Markup % formula

205
Q

Measure on the retailer income statement that includes items as “employee costs, warehouse and store costs” among others

A

Operating Expenses

206
Q

Measure on the retailer income statement that captures items like cash discounts from manufacturers among others

A

Other Income

207
Q

Measure on the retailer income statement that should be evaluated based on budgets, sales from year ago or other previous period, etc.

A

Sales

208
Q

Measure on the retail income statement that is subtracted from sales and is the lost sales from an external event (e.g. theft)

A

Shrink

209
Q

A method to more accurately identify overhead costs when they are not tied to direct labor

A

Activity Based Costing (ABC)

210
Q

A measure used to assess product availability in retail outlets based on weighted distribution of stores

A

ACV distribution

211
Q

The intorduction of a new product in an existing brand but in a new/different category

A

Brand extension

212
Q

When a new item causes switching from one item to another or one category to another, it cannibalizes other volume

A

Cannibalization

213
Q

Annual Profit / Average Inventory Cost

A

GMROI Formula

214
Q

Numerically identifies the benefit of adding a particular item to a particular category assortment based on cannibalization

A

Incremental Contribution

215
Q

Is the best data source to understand purchase frequency across items for a Shopper

A

Loyalty card data

216
Q

Helps determine the target number of items to carry in a category

A

Pareto Curve analysis

217
Q

The introduction of a new product in an existing brand and existing category with new/different features (e.g. a different size)

A

Product line extension

218
Q

First to market, market coverage objectives, broad assortment, private label strategy

A

Retail assortment strategies

219
Q

1st step in the Category Management Process

A

Definition

220
Q

2nd step in the Category Management Process

A

Role

221
Q

3rd step in the Category Management Process

A

Assessment

222
Q

4th step in the Category Management Process

A

Score Card

223
Q

5th step in the Category Management Process

A

Strategies

224
Q

6th step in the Category Management Process

A

Tactics

225
Q

7th step in the Category Management Process

A

Implementation

226
Q

8th step in the Category Management Process

A

Review

CPCA & CPCM Exams (1 decks)

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