An excellent category vision should have at its heart an understanding of the potential size of the prize, with strategies and tactics to deliver this.
It is a statement of our desired future state, incorporating learnings from the past and predictions of the trends that are approaching that will affect the category
It identifies and quantifies the strategic category growth drivers for future category growth
The vision includes tactics for the point of purchase and shopper marketing
The vision ensures the shopper, retailer and supplier are aligned to maximise category growth and sales opportunities and is underpinned by consumer and shopper research which delivers valuable insight for customer and CPG
The existence of a vision underlines our role as thought leaders both internally and with trade partners, and gives us “Permission to Play”.
The category vision has to inspire whilst being realistic. The objective is to encourage the shopper to buy more, to increase their frequency of purchase or to get more shoppers to buy the category.
We set out to create a clear understanding of the category now and then to combine our initial findings with a strong analysis of trends to understand the role the category can have in the future.
A category vision has to deliver for today as well as be relevant for tomorrow. With a window of 3 – 5 years, the plan has to capture a comprehensive range of behaviours to remain pertinent for the 3 – 5-year duration.
It helps us define a strategic agenda for growth internally and externally with our customers by identifying:
- Where to Play
- How to Win
- What to do.