Creating a compelling Category Vision

Category Vision:
Simplify and drive a complex process

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Creating a compelling Category Vision

It won’t come as any surprise that creating, activating and delivering a category vision should be a collaborative process between consumers, shoppers, CPG customers and CPG manufacturers.

With over 20 years of experience in category vision development, Big River Solutions are ideally placed to steer all parties through the process.

Our aim is to simplify and drive a complex process through to delivery. We create a vision to challenge what’s been done before.

What is it?

A Category Vision describes

  • How the category will grow in value & volume in the future based on changing/growing consumption and purchase habits. It creates a “Strategic Agenda for Growth”
  • What is to be done to capture the value potential over a 3 year period by key customer or environment
  • And how a CPG’s portfolio will be used to unlock the headroom for growth.

Benefits

  • It is an aligned view and identifies where the category’s growth will come from
  • It gives us a view of the category’s future state over 3 – 5 years and identifies opportunity areas
  • It quantifies the potential from the identified drivers
  • It gives us a high-level activation plan, that can be built upon.
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Capturing Behaviours

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 window of 3 – 5 years, the plan has to capture a comprehensive range of behaviours to remain pertinent for the 3 – 5 year duration.

Why do we need one?

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.

It sets the foundation against how you activate growth ideas in customers with shoppers.

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Size of the Prize

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”.