Confidential & Proprietary • Copyright © 2010 The Nielsen Company
Nielsen Basics
January 19, 2010
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement Data
Today’s Agenda
•NDA• Scanner basics• Form groups•Discuss key readings take-aways–Segmentation
Slide 2
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 3
Nielsen Collects Data from Retailers & Consumers...
…& sells / trades data to the manufacturer & retailer
Consumer
Manufacturer
Retailer
Data
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 4
Data Collection & QualitySource of Information
· Consumer sales· Retail price
Retailer Sample Stores
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 5
Data Collection & Quality Source of Information
· Consumer sales · Retail price
Retailer Sample Stores
ACNielsen’s Field Auditors
· Display presence· Custom observations(inventory
levels, facings, linear shelf measurements, etc.)
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 6
Data Collection & Quality Source of Information
Retailer Sample Stores
ACNielsen's Field Auditors
ACNielsen’s Feature Coders
· Consumer sales (audit or scan)· Retail price
· All retailer print advertising· Standardized ABC feature coding
· Display presence· Custom observations(inventory
levels, facings, linear shelf measurements, etc.)
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 7
We Collect Data Across Multiple Outlets ...
Drug Stores
Gas ConvenienceStores
IndependentFood Stores
Supermarkets MassMerchandisers
Chain ConvenienceStores
Supercenters
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 8
We Use Two Primary Methods to Collect Raw Data . . .
Scanning
and
In-Store Field Audits
•Retailers provide sales and price data – scanned purchases– all UPC-coded items– each week for every store included in sample
Confidential & Proprietary • Copyright © 2010 The Nielsen Company
Foundation of Analysis – Retail Measurement Data
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 10
• Provide an overall approach to analysis of data • Provide analysis tips for using facts in an analysis•Determine the best fact to use in a particular situation
Provide a foundation for understanding some of the common differences in facts and help determine the best choice for an analysis.
Goal and Objectives
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 11
Accurate Data Consists of Four Parts
Periods When did it occur?
Markets Where did it happen… geography, sale territory or Retailer
Products What item(s), brand(s), flavor(s) am I interested in?
Facts What type of issue?
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 12
Periods
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 13
Periods
•Monthly (4 wk) and Weekly hard-coded time periods reside on all Heinz databases–Monthly data goes back 5 years–Weekly data goes back 3 years–We also have stored several years of hard coded 52 week time
periods •Custom time periods have also been created for your use
(Latest 4, 12, 24, & 52 Wks, Fiscal Quarters, etc.), built off of the monthly & weekly periods–When using the custom time periods, be sure to select the correct
ones for the measure you selected–Monthly time periods should be used for all ACV-based measures–Weekly time periods must be used for all promotion-based
measures (including ACV by promo type)
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 14
Markets
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 15
ACNielsen Total U.S. 52 SCANTRACK Markets
P ortlan d
S eattle
S acram ento
S an F rancisco
L os An geles
S alt Lake C ity /B o ise Denver
P hoenixL as Veg as
S an D iego W est Texas/New M exico
O klah o m a C ity /Tulsa
S an A n tonio
Dallas
Ho usto n
O m ah a Des M oinesM inneapo lis
Tam paKansas C ity
L ittle R ock
M em p his
New O rleans/M ob ile
B irm ing ham
G rand R ap id sM ilw au kee
S t. Lo u isCh icag o
Cleveland
Detroit
In d ian apo lis
C incinn ati
Co lum b usP ittsb u rgh
Bu ffalo /Roch ester
Nash ville
M iam i
Atlan ta
O rland o
L ou isv ille
Ch arlotte
Jackso nville
R ichm o nd
Raleig h/Du rh am
W ash in g to n DC
Baltim o reP hilad elphia
Hartfo rd /New Haven
New Yo rk
Bo sto n
S yracu se
Alban y
• Note: Markets Defined by Nielsen
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 16
Maps are a geographic representation at the time of development and may not reflect recent changes. Please refer to the market profile for county listings.
Example: ACNielsen SCANTRACK®
Atlanta - Food
WhitfieldMurray
Gilmer
Fannin UnionTowns
White
Clay
Lumpkin
DawsonPickensGordon
BartowFloyd
Chattooga
Cherokee
Cleburne
Polk
Carroll
HeardRandolph
Chambers
Harris
Troup
Meriwether
CowetaFayette
ClaytonHenry
Spalding
Pike
Upson
Lamar
MonroeJones
Baldwin
Hancock
PutnamJasper
Morgan
Greene
OglethorpeClarke
Oconee
Walton
Gwinnett
RockdaleNewton
De KalbFulton
Fulton
Douglas
PauldingCobb
CherokeeForsyth
HallBanks
Jackson
Barrow
Haralson
Butts
Talbot
Alabama
TennesseeSouth Carolina
Georgia
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 17
Trading Areas & Competitive Markets
• Sample/Census Trading Area: counties it includes are defined by the particular retailer, data reported is for that retailer’s stores only
• Competitive Markets: all retailers within the trading area counties that participate in the sample are included in the data reported, this includes the trading area particular retailer sales as well
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 18
Maps are a geographic representation at the time of development and may not reflect recent changes. Please refer to the market profile for county listings.
Example: Custom SCANTRACK® Trade Area - Cub Minneapolis
St. C ro ix
W right
Sherburne Isanti C hisago
Anoka
H ennepin
C arver
Scott D akota
R am sey
W ashington
Minnesota
W isconsin
Counties within the circle make up the trading area, all participating retailer stores falling within those counties make up the data reported for Cub Minneapolis
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 23
Products
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 24
Product Overview
• Industry Subtotals– Heinz defined aggregates based on how company views the category– Only available on custom databases
• Hierarchy– Nielsen defined department, category and brand aggregates across the
grocery store– Only available on Strategic Planner
• Characteristics– Ability to filter through all database UPCs based on unique characteristics
of products– Ex: size, flavor, meat type, container type
– Characteristic availability differs by category– Uses: UPC level output, need to create custom aggregates based on
product characteristics when not available via Industry Subtotals– Available on all databases
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 25
Facts
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 26
• There are a tremendous number of facts• The difference between similar
facts is important• The application drives the
correct choice of fact• There is never any one correct
fact• There is always a best fact for
the specific application in question
Why is it important to understand facts?
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 27
Analytical Thinking
Certain mathematical tools and calculations can be very helpful, but...
knowing how to use them, more so than actually deriving them, is most important.
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 28
Analysis Tip – The Analytic PathMost issues can be addressed by drilling down this path
Issue
Base Volume Incremental Volume
Distribution Velocity
% ACV(Breadth)
# of Items(Depth)
Base Price
Competitive Activity
Other Factors
Promotion Support
(Quantity)
Promotion Effectiveness
(Quality)
Level of Support
Promo Mix
Promo Price
Price Discount
Competitive Activity
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 29
Analysis Tip – Prioritize Key Issues
To set up a logical flow and to avoid “analysis paralysis”, start with the higher level trends then work into the individual drivers
Level of Detail Category
. Segments
Manufacturers
Competitive Brands
Your Brand
DistributionEveryday
Pricing
Trade SupportDiscount
Total Volume Trends
Base vs
Incremental
Base & Increme
ntal Drivers
Recommended Level of Detail
Dependent upon level of chg
Incremental
Base
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 30
Volume and Share
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 31
Sales Volume
•Measures the amount of product sold over a given time period
• Sales Dollars – Dollar value of total sales• Sales Units – Total package sales• Equivalent Unit Sales – Total sales on an equivalized
basis (pounds, cases, servings, etc.)
•Uses–Tracking–Ranking–Share calculations–Show a brand’s importance to the category
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 32
Share
•Measures the % of sales that a product accounts for
• Influenced by two different measures–Brand Sales and
Category Sales
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 33
•What do the following sales scenarios have in common?–Brand sales flat, category
declines–Brand sales up, category
flat–Brand sales up a lot,
category up a little
Share Activity
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 34
When to Use – Volume and Share
When concerned with… Use…
Absolute volume;Absolute volume change
Unit, Dollar, Eq Sales volume
Comparing performance relative to the category or segment
Unit, Dollar, Eq Share
Relating volume to profit;Comparing across different categories
Dollar Sales
Controlling for disparate package sizes Equivalized Sales
Absolute item movement;Comparing sales to shipments
Unit Sales
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 35
When concerned with… Use…
Analyzing category growth in a retailer or channel that is growing significantly.Example: Category B grew 16% in Kroger last year. However, since Kroger grew its total $ sales by 22%, Category B is not keeping pace with its potential growth in Kroger.
ACV growth / Total $ Ring Growth
Analyzing mature categories that have not seen significant innovationExamples: Categories that are considered “staple” items. If population is growing at 3% a year, a staple category should see growth just by maintaining its penetration and buying rate.
Population Growth
Evaluating categories that have restricted shelf spaceExamples: Frozen departments, Checkout-aisle racks, coolers
Department Growth
Macro consumer trends affecting your category and related categoriesExamples: Categories affected by Low Carb diets, Convenience, Trans-fats
Equivalized Sales
When To Use – Volume Benchmarks
Use Benchmarks to compare category and brand trends
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 36
Different Ways to Look at Volume
TOTAL VOLUMETOTAL VOLUME
+PromotedVolume
PromotedVolume
Non-Promoted Volume
Non-Promoted Volume
+BaselineVolume
BaselineVolume
Incremental Volume
Incremental Volume
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 37
The Benefits of Identifying Promoted Vs. Non-Promoted Volume
• Provides an indication of what percent of a brand’s volume came from stores with a promotion.
• Provides an indication of what percent of a manufacturer’s deal was passed on to the consumer by the retailer.
•Retailers’ trade promotion execution can be observed.
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 38
Analysis Tip – Promoted Volume
Promoted volume is useful for determining how deal reliant a brand is
Interpretation:• Our brand receives a higher share of category promoted volume compared to it’s
share of sales• Our competitor’s promoted volume share is under-indexed relative to it’s market share
Brand Share Trend
17.5
13.1
19.7
11.2
Our Brand Competitive Brand
Total Volume Share Promoted Volume Share
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 39
Baseline Volume
•Normal expected everyday sales in the absence of any store-level promotion
• A statistically calculated measure NOT adjusted for FSIs, print, TV and market-level affects
•Uses–Track the underlying health of a brand and compare it
to its competition–Analyze merchandising effectiveness in conjunction
with incremental volume
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 40
Baseline Calculation
week 1 week 2 week 3 week 4 week 5
170
Unit Sales
75 75 75 75
DisplayWeek
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 41
Baseline Calculation
170
week 1 week 2 week 3 week 4 week 5
Unit Sales
75 75 75 75
In Week 4 Baseline estimate would be 75 units based on pre and post week sales
75
DisplayWeek
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 42
Baseline Volume Includes Marketplace Conditions that Affect Sales of a Product
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
CategoryTrends Long-Term
SeasonalityMarket-Level
Effects
BrandTrends
Baseline
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 43
• Total volume below baseline–Competitive activity–Out of stock–Seasonal/holiday
• Total volume above baseline–Promotions or advertising not
captured by regular means–Market-level influences (e.g.,
battery sales during a hurricane in Miami)
Reasons for Total/Baseline Volume Differences
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 44
Incremental Volume
•Represents the additional predicted volume that results from in-store promotion
•Calculation:Total Actual Volume - Baseline
Volume = Incremental Volume
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 45
Incremental Volume
Unit Sales
In Week 4 Incremental volume would be 95 units
170
week 1 week 2 week 3 week 4 week 5
75
DisplayWeek
95
75 75 75 75
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 46
How Can Incremental Volume Be Negative?
• If actual sales are less than expected sales– Out-of-stocks– Competitive activity
week 1 week 2 week 3 week 4 week 5
Unit Sales
75 75
75
75
Actual sales are below estimated Base – Incremental is negative 15 units
75
170
60
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 47
Analysis Tip - Base and Incremental Volume
Category Volume TrendCurrent 12 Weeks vs. Year Ago
(25,000)
(12,500)
0
12,500
25,000
37,500
Total FDM exWM
Food Drug Target K-Mart
Total EQ Base EQ Incr EQ
Interpretation:• For the Food and Drug channels, an increase in Incremental EQ volume is not enough
to offset a decline in Base EQ volume.• Target is showing significant growth, driven by both base and incremental volume.
Identifying whether a volume change is coming primarily from base or incremental volume is a good way to start an analysis
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 48
Analysis Tip - Base and Incremental Volume
Base and Incremental trends will determine potential strategies
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 49
Base Volume = Non-Promoted Volume
Base vs. Non-Promoted• Base volume estimates sales in all stores•Non-Promoted volume is measured only in stores that
did not run a promotion–Subset of stores
Incremental vs. Promoted• Incremental volume estimates additional sales due to
promotions–Volume sold above the base
• Promoted volume measures all volume sold on deal
Incremental Volume = Promoted Volume
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 50
When concerned with… Use…
Understanding the underlying health and trends of a brand
Baseline Volume
Measuring the effectiveness and efficiency of trade promotions
Incremental Volume
Quantifying the importance of promotional activity to a brand
Promoted Volume
Quantifying the amount of volume sold in stores that did not provide trade support
Non-Promoted Volume
When to Use – Base, Incremental, Promoted, Non-Promoted Volume
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 51
Sales Volume is influenced by Seasonality
•Consumers value certain products more (or less) during the year.
• Examples of seasonality–Holidays or “event” driven: 4th of July,
Thanksgiving, Cinco de Mayo, Back to School, etc.–Seasonal: BBQ sauce and ice cream
during the summer or soup and crackers in the winter
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 52
Seasonality Calculation
1. Divide annual base volume by 52 to get expected weekly sales (in the absence of seasonality and promotion).
2. Divide actual base weekly volume by expected weekly sales (just calculated in step 1) to derive a seasonality index
Battery Powered Toothbrushes
75
100
125
150
175
200
225
Jan
Feb Mar Apr
May Ju
nJu
lAug
Sep OctNov
Dec
Sea
son
alit
y In
dex TOTAL BASELINE-UNITS
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 53
Analysis Tips - Seasonality
•Use Base Volume when calculating seasonality to negate promotion-driven volume spikes• Be careful of moving holidays and market level effects• In a category that has encountered a lot of activity 2 years
of history should be used•Compare versus the year-ago period rather than a prior
period• For categories with extreme seasonality look at “on
season” versus “off season” periods
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 54
ACV Distribution and Velocity
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 55
Velocity
Baseline Volume
Distribution
Base PriceSeasonality*Advertising Support*Manuf. Coupons/FSI’s*Brand Awareness/Image*Product Quality*Weather*Consumer Promotions*Sampling
Competitive: Distribution Price Merchandising *Advertising *Coupons
% ACV(Breadth)
# of ItemsCarried(Depth)
* Non-Nielsen measures
Baseline sales can be impacted by different market factors.
Understanding the “Whys” to Changes in Baseline Volume
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 56
How Is Distribution Measured?
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 57
ACV Distribution
• ACV Distribution is a measure of a product’s availability
•Can be measured in terms of breadth and depth –Breadth: percent of All Commodity
Volume that carries your brand–Depth: number sku’s that are carried
in the stores that sell your brand
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 58
What is Distribution?
•Distribution is the measure of the availability of a product. For an individual item, distribution depends on two basic variables:
–How many stores stock the item?
–How large are those stores?
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 59
All Commodity Volume $ (ACV)
• An individual store’s/market’s ACV is the dollar volume of everything the store sold during a period—all the merchandise that passed over the scanner (or was rung on the register)
• The sum of the ACVs of all the stores within a given channel is the ACV for the channel. Likewise, the sum of the ACVs for all the stores in a market is the ACV for the market (Market ACV $ fact on database)
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 60
The 7 Food StoresIn This Market Sell$300,000 Per Week
JONES’s
D) $36,000 (12%)
JONES’s
A) $60,000 (20%)
SMITH’s
B) $48,000 (16%)
SMITH’s
C) $48,000 (16%)
SMITH’s
A) $36,000 (12%)
JONES’s
B) $36,000 (12%) JONES’s
C) $36,000 (12%)
SMITH’s Grocery Chain* Has 3 stores in the market doing $132,000 per week
for a total of 44% of the ACV
JONES’s Grocery Chain* Has 4 stores in the market doing $168,000 per week
for a total of 56% of the ACV
All Commodity Volume $ (ACV) Explanation
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 61
If These 3 Stores Sold YourProduct This Week,What Would The %ACV Be?
JONES’s
A) $60,000 (20%)
SMITH’s
C) $48,000 (16%)
SMITH’s
B) $36,000 (12%)
JONES’s
B) $36,000 (12%)
SMITH’s
B) $48,000 (16%)
JONES’s
D) $36,000 (12%)
JONES’s
B) $36,000 (12%)
All Commodity Volume $ (ACV) Explanation
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 62
JONES’s
D) $36,000 (12%)
SMITH’s
B) $48,000 (16%)
JONES’s
A) $60,000 (20%)
ANSWER: 20% ACV +16% ACV +12% ACV = 48% ACV
All Commodity Volume $ (ACV) Explanation
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 63
Breadth of Distribution -- % ACV
•% ACV Selling serves as a good weighting factor when measuring distribution. • All stores are not created equal•Higher ACV stores serve more consumers
A measure of breadth, or reach, indicates how many consumers have the opportunity to buy the product
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 64
% ACV Selling is NOT Distribution
•Real on-shelf distribution is almost always higher–Most products do not
sell in every store every week –Out-of-stocks can
happen
One other point to remember…Just because an item is authorized at Chain Headquarters does not mean that every store actually stocks it.
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 65
Analysis Tip - % ACV Selling
Brand A Sales
Week 1
Week 2
Week 3
Week 4
4-Week Total
Store A (40% ACV)
X X
Store B (35% ACV)
X X X X
Store C (25% ACV)
X X X
Total 40% 60% 60% 35% 100%
Average Weekly % ACV = 48%
Use longer timeframes to get the
best picture of “distribution”
Use 4 Wk Periods only!
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 66
Analysis Tip - % ACV Selling
In most cases, use the latest period when analyzing % ACV Selling
% ACV Selling75
70
5567
4 wks endingApr
4 wks endingMay
4 wks endingJun
Latest 12 wksAVG
• Represents the current state of the business• Averaging longer time periods may mask more recent trends
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 67
Depth of Distribution
Depth assesses the variety of different items being sold
• Cumulative Distribution Points (CDP) or Total Distribution Points (TDP)
–Measures both the number and size of stores that carry your brand and the number of sku's each store carries
• Average Number of Items Handled–On average, the number of sku's carried in the
stores that sell your brand
Use 4 Wk Periods only!
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 68
Cumulative Distribution Points (CDP)
• Also called Total Distribution Points (TDP) • Calculated by adding the %ACV of each individual sku
%ACV CDP
BRAND X 98% 295
Flavor 1 95% 95Flavor 2 90% 90Flavor 3 80% 80Flavor 4 30% 30
}Sum =295
Use 4 Wk Periods only!
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 69
Difference from %ACV
CDP shows us that while Brand A and Brand B are both sold in 100% of the stores in this market, Brand A has more items available in each of the stores.
% ACV CDP
Brand A 100% 2100Brand B 100% 990
%ACV tells us breadth of distribution
CDP tells us depth of
distribution
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 70
Average Number of Items Handled
•Dividing Cumulative Distribution Points by %ACV gives the Average Number of UPC's Carried within those stores selling the brand.–The average store in this market carries 21 upc’s of
Brand A.
AVG # % ACV CDP Items
Brand A 100% 2100 21.0Brand B 100% 990 9.9
Use 4 Wk Periods only!
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 71
Analysis Tip – Average Number of Items Handled
Use Average Number of Items Handled to compute a Fair Share index comparing share of items to share of sales
AVG # Items
Share of Items
Share of Sales
Fair Share Index
Category 57.5 100.0 100.0
Brand A 21.0 36.5 31.0 117
Brand B 9.9 17.2 27.0 64
Interpretation: Brand B’s share of items is underdeveloped relative to it’s share of sales. Potential to add additional Brand B items to the shelf
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 72
Analysis Tip – Cumulative Distribution Points
CDP’s may explain volume changes that might not be seen when looking at % ACV
690 685 693 658 609 584
100 100 100 100 100 100
1 2 3 4 5 6Period
Distribution Points % ACV
Interpretation; The brand’s base sales began eroding in period 4, yet % ACV remained at 100%. However, depth of distribution declined as the brand lost the equivalent of one item.
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 73
When concerned with… Use…
Breadth of distribution – the number of stores carrying your product
% ACV Selling
Trending overall depth or quality of distribution over time
Cumulative Distribution Points;Total Distribution Points
How many sku’s are carried in stores that sell your brand;Fair Share Analysis – comparing share of shelf to share of sales
Average Number of Items Handled
When To Use - ACV facts
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 74
Velocity
Measures brand strength while controlling for distribution
• Sales Per Million ACV–Average sales of a product for every million dollars of
ACV that is scanned–Comparisons across and within markets
• Sales Per Point–Average sales of a product for every percentage point
of ACV distribution –Comparisons within markets only
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 75
Uses of Velocity
• Marketing– Is my growth distribution driven or velocity driven?– Velocity driven growth can be long term,
signaling consumers like your product and are buying more.– Distribution driven growth can be limited
because soon you will run out of new stores to carry your product.
• Sales– Prove your product sells faster than the competition
and deserves shelf space.
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 76
Analysis Tips - Velocity
•When comparing brands with differing numbers of UPC's, use Sales Per Cumulative Points of Distribution–Divide sales by CDP–Brands with a greater number of UPC's will tend to
have stronger turns as more items contribute to overall sales
•Use caution when tracking Sales Per Point of Distribution for a new product–Distribution will be growing as the product gains
distribution in new retailers and markets, resulting in fluctuating turns
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 77
Comparison of CDI and BDI identifies product opportunity or vulnerability by geographic area.
• Category Development Index– Category volume indexed to the population index
in relation to the United states norm. (TTL US = 100)
• Brand Development Index– Brand volume indexed to the population index in
relation to the United states norm. (TTL US = 100)
CDI/BDI MEASURES
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 78
% of Total U.S. Population in Chicago: 7%% of Total U.S. Brand A $ Sales in Chicago: 13%
% of Sales: 13%% of Population: 7% = 1.86, then multiply by 100 to derive an index = 186
This means that for every person in Chicago, Brand A $ sales are almost twice as important as the average market.
CDI/BDI MEASURES
Population Development Index—The importance of product sales compared to the importance of the population in a market.
How to calculate a Development index...
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 79
Analysis Tip – CDI/BDI
Use CDI/BDI’s to prioritize market opportunities
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 80
Analysis Tip – CDI/BDI
Calculate an Opportunity Index to further prioritize markets
CDI BDIOppy Index
Chicago 106 95 112
Indianapolis 159 116 137
How to calculate an Opportunity index...
CDIBDI
X 100 = Opportunity Index
Interpretation—The brand has a larger opportunity gap in Indianapolis even though both the category and brand indices are above 100, compared to Chicago where the category is over 100 and the brand is under 100
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 81
Promotion, Promotion Effectiveness and Pricing
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 82
Understanding the “Whys” to Changes in Incremental Volume
Incremental sales can be impacted by different merchandising factors.
Promotion Support(Quantity
Incremental Volume
Promotion Effectiveness(Quality)
Level of Support • Promotion Mix
• Level of Price Discount• Competitive Conditions in Promoting Stores
• Promotion Price
Use 1 Wk Periods only!
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 83
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Sales
What could cause this spike in sales?
Promotions
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 84
Promotion Types
• Temporary Price Reductions (TPR)–A 5% discount (or more) off a
product's regular price
• Features–Print ad placed by the retailer
used to promote a specific product
•Displays–Temporary secondary stocking
location for a product
Nielsen measures three types of trade promotions
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 85
Features
• Features are retailer print advertisements or other special printed promotions:–Ads inserted in Newspapers–Store Flyers / Circulars
•Nielsen Feature Coders collect and classify all retailer features from the entire Nielsen store sample.
• The features are classified into A, B, C or Coupon Ads, based on the size of the ad
• FSIs (Free Standing Inserts) are excluded since they are manufacturer promotions
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 86
Displays
• Information collected for all Nielsen sample stores every week
• Three conditions to be considered a display:–Temporary secondary location–Special effort by the retailer to attract attention and to
boost sales of the item–Contain actual merchandise accessible to the customer.
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 87
Temporary Price Decrease (TPR)
•Consists of those Stores/Weeks where a Price Decrease of at Least 5% is present, but no Feature Ad, Coupon Ad or Display accompanies the Price Decrease (TPR)
• Lower price becomes new base price after 7 weeks
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 88
Promotion Conditions
Promotional Conditions are mutually exclusive at the UPC level. A UPC is either Promoted or Not Promoted.
Price Decrease
(TPR)
Feature w/out
Display
Displayw/out
FeatureF&D
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 89
Promotion Support
•% ACV Promoted–% of ACV that sold at least one unit on deal during the
time period
• Store Weeks of Support–Number of weeks a product is on deal weighted by the
ACV of the stores participating in the promotion
•% Base Support–How much of a brand's everyday business (baseline
volume) is exposed to a deal
Three ways to view Quantity of trade supportUse 1 Wk
Periods only!
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 90
% ACV Support
•How much support did I receive on this event?•How much of each type of support was received?•Did the retailer execute as agreed to?•Did the sales force or broker support and/or merchandise
the promotion as required?
Measures the amount of consumer traffic exposed to a promotion
Use 1 Wk Periods only!
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 91
Store Weeks Support
Measures the quantity of weeks the brand was on promotion
Actual % ACV ANY DSP
Week 1 20%Week 2 100%Week 3 60%Week 4 30%Week 5 50%
260% /100 = 2.6 weeks
Interpretation - Brand received the equivalent of 2.6 weeks of Display activity in the five-week period
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 92
% Base Support
•Weights the importance of the store to the brand.•Gives more credit for an important SKU• Is additive/combinable across markets, time, products
and retail conditions
Measures the % of Base business exposed to a particular promotion type
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 93
% Base Support Calculation Example
Base Sales Promotion?
Store 1 10 No
Store 2 10 Feature
Store 3 25 Feature
Store 4 20 No
Store 5 15 Feature
Total Base Volume = 80Feature Base Volume = 50% Base Support = 50/80 = 63%
Interpretation – 63% of the brand’s base volume was exposed to a feature during the promotion period
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 94
When concerned with… Use…
Level of trade participation in an event;Amount of consumer traffic exposed to promotions
% ACV Support
Duration of support Store Weeks Support; Cume Weighted Weeks
How much of a brand’s base volume was exposed to a promotion
% Base Support
When To Use – Promotion Support facts
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 95
Promotion Effectiveness
Measures how much incremental volume each promotion generated
• Percent Lift• Promotion Effectiveness Index (PEI)• Incremental Weeks • Efficiency
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 96
Promoted Baseline Volume
Promoted
Non- Promoted
Incremental
Base Non-Promoted Base
Promoted Base
Incremental that is a result of promotion
Also Known as
Subsidized Base
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 97
Promoted Baseline Volume
In Week 4 all the volume is promoted, but only 95 units are incremental; 75 units are subsidized base
170
week 1 week 2 week 3 week 4 week 5
Unit Sales
75 75 75 7575
DisplayWeek
95
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 98
Promotion Efficiency
• Percent of promoted sales that were incremental
• Tells how efficient was the promotion–What percent was incremental to baseline?–What percent was subsidized?
• Note: The more subsidized volume that is generated during a promotion the less efficient that promotion will be!
Incremental SalesPromoted Sales
x100
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 99
Promotion Effectiveness
• Promotion Effectiveness Index (PEI)– Indexes Total volume to Base volume
• % Lift– Similar to PEI but expressed as a
percentage
• Incremental Weeks– Similar to Lift but expressed as a number
of weeks
Measures how much incremental volume each promotion generated
Promoted SalesPromoted Base Sales
x 100
Promoted SalesPromoted Base Sales
- 1
Promoted SalesPromoted Base Sales
x 100 - 100
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 100
Analysis Tips - Interpreting Promotion Response
PEISales indexed at 227 vs. base during the promotion week
% LiftThe promotion drove a127% increase in sales
Incremental WeeksThe promotion generated1.3 additional weeks of sales
Promotion Efficiency56% of the promoted volumewas incremental to the brand
170
17075
x 100 - 100 = 127%
17075
- 1 = 1.27
week 4
75
DisplayWeek
95
95170
x 100 = 56%
17075
x 100 = 227
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 101
Analysis Tips – Promotion Effectiveness
• Promotions will yield different results depending on:–Type of merchandising occurring in the store - ads,
displays, TPR's–Depth of discount offered to consumers–Competitive activity
•When reviewing promotion effectiveness, take into account the size of the brand–Smaller players, with small base businesses, have a
much easier time generating big lifts
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 102
When concerned with… Use…
Measuring the increase in volume due to promotions;Determining which promotions generate the largest incremental gains
% Lift;Promotion Effectiveness Index (PEI);Incremental Weeks
Measuring the ability of a promotion to minimize subsidizing existing volume
Promotion Efficiency
When to Use – Promotion Effectiveness Facts
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 103
Pricing
Nielsen databases track pricing in four ways:
• Average Retail Price–Weighted price of a product, representing both non-
promoted and promoted prices
•Non-Promo Price–Average scanned price of a product in stores where
there was no promotion
• Any Promo Price–Average scanned price of a product in stores where
there was a promotion
• Base Price–Estimate of the normal, non-discounted price of a
product in a store
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 104
Base Price = Non-Promoted Price
•Non Promoted Price is based solely on stores where the item in not being promoted
• Base Price is based on all stores, not just non-promoted stores
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 105
Price Discount
•Measures the difference between Base Price and Promoted Price
• The deeper the price discount the greater the expectation that consumer sales will increase
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 106
Average Retail Price - Precautions
• Think when you average across:– Products: (10, 26 and 51 oz. sizes)–Markets: (Los Angeles vs. Boston)– Promotions (display price vs. feature price)
• Aggregate price is one big average… beware!!!– $2.99 =Average of $1.99 & $3.99– $2.99=Average of $0.99 & $4.99– $2.99=Average of $2.98 & $3.00
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 107
Analysis Tips - Pricing
• Analyze price at the SKU level–Prices at the brand level are an average of all sizes and
multi-pack counts
•Match like items when comparing price to competition–Select similar-sized competitive items for comparison–Or use equivalized price
•Use the most recent period to measure base price–Longer timeframes may mask recent trends
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 108
When to use – Pricing Facts
When concerned with… Use…
What consumer is paying on average Average Retail Price
What is the average price for an item when not on promotion
No Promo Price
What the consumer is paying on promotion/deal
Any Promo Price
Tracking price trends;Impact of price on baseline volume
Base Price
Magnitude of savings passed on to the consumer
% Price Discount
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 109
Analysis Tips - Recommendations If Volume Change is driven by:
Potential Actions
An increase in Base Price
• Increase perceived value of product– Decrease price– Increase package size– Increase use of bonus packs, special packs– Launch a product or package innovation– Improve communication of product benefits– Improve product quality
A decrease in Base Velocity
• Improve advertising– Weight, Target, Message, Media
• Improve consumer promotion– Frequency, Values, Types
• Increase shelf presence, change item mix
A decrease in %ACV
• If base velocity is competitive with brands on the shelf, conduct a distribution drive• If base velocity is low, improve velocity (see point above) to justify increased distribution
A decrease in Average Items Carried
• Introduce new products• Change item mix• Address any Out-of-Stock issues
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 110
Analysis Tips - Recommendations
If Volume Change is driven by:
Potential Actions
An increase in Promoted Price
• Reduce promoted price• Implement a price multiples strategy (e.g. 2 for $5)
A decrease in the %ACV with Quality Merchandising
• Increase number of stores with features or displays–Determine which promotion condition works best for each brand / segment
• Improve event timing / frequency
A decrease in the # of Promoted Items
• Identify targets for number of items on feature or display• Provide consumer incentives for purchase of multiple items
A decrease in Promoted Velocity
• Improve event timing / frequency • Coordinate & integrate trade promotion with other mix elements
(e.g., advertising, coupons, consumer events)• Identify stronger items for promotion• Develop promotion themes
A decrease in Promotion Efficiency
• Improve event timing / frequency • Improve Customer Targeting (loyals vs. switchers)
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement Data
Thoughts
• Sorensen– Trade promotion $ focus (p. 18)– Table I.1 (p. 9)– Trip types– Reach,stop,close–Money, time, angst– Table 1.1 (p. 26) and 1.2 (32)– Promoted baseline (p. 31)– Top category locations (Fig 1.2)– Danger of focusing on quick trips?– Tyranny of choice (p. 61)– Time measures (65)
• Underhill– Conversion rate 48% (p. 29)– Importance of shopping time (32)– Confusion index (33)– Transition zone (44)
Slide 111
Confidential & ProprietaryCopyright © 2008 The Nielsen CompanyFoundation of Analysis: Ret
ail Measurement DataSlide 112
Whew!