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Apple Sauce By: Rebecca Bell

Apple Sauce By: Rebecca Bell. A.C. Nielsen. The Apple Sauce Customer Caucasian 65 Income of 70,000 to 99,999 5+ members Less than 6 kids Older bustling family Living in Comfortable Country. 2003 to 2007 No significant changes in demographics

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Apple Sauce By: Rebecca Bell

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  1. AppleSauce By: Rebecca Bell

  2. A.C. Nielsen The Apple Sauce Customer Caucasian 65 Income of 70,000 to 99,999 5+ members Less than 6 kids Older bustling family Living in Comfortable Country 2003 to 2007 • No significant changes in demographics • The raw buyers increased significantly for private label. • CTL BRAND 2003: 7752 2007: 11065 • Musselman’s 2003: 2592 2007: 4274 • Mott’s 2003: 4565 2007: 5837 • Santa Cruz 2003: 100 2007: 103

  3. Brand Demographic differences • Musselman’s • Your average customer • Young bustling family • Income of 50,000 to 69,999 • Mott’s • Luxury brand of apple sauce • Highest source of income $100,000 • Private label (CTL BRAND) • Overall strongest representation of the apple sauce demographic • Degree of education (high school graduate) • Santa Cruz • A young healthy brand (organic) • Smaller household, 2+ • Under the age of 35

  4. Apple Sauce is a CASH MACHINE Cash Machine • The category Apple sauce is able to be pricing competitive. As seen among the range of retailers, Wal-Mart remains to have a lower price than other retailers • Promotion are through price. IGA is one retailer where it would have show the actual price, and show sale price. • An increased assortment in growing categories. Within the assortment there are limited brands, but an increase in variety within each brand. Great Depth! • Apple sauce is always displayed, and displayed within its category of Fruit. Gross Margin Flagship Maintain Cash Machine Rehab Core Traffic Underfire Sales dollar volume

  5. The Audits

  6. The Apple Sauce Brands • Private label • Item $5334 • Found in 4 stores • Highest gross margin, within the 50% range. • Strongest share of display 29% (possibly due to private label exclusive to retailer, giving more display space to private label) • Musselman’s • Item $2032.9 • Found 4 out of a total of 6 stores • 2nd highest gross margins between 35 to 40% • 25% share of display • Mott’s • Item $1825.4 • Found in 3 stores • Gross margins of appx. 30% • 22% share of display • Leroux Creek • Found at 2 stores • An organic Brand • High gross margins of 50% • 31% share of display • Offered more product than other organic. • Santa Cruz • Found at 1 store • Gross margin of 53% • 33 % share of display • Earth’s Best Organic • Found at 1 store • Gross margin of 41.5% • 33% share of display

  7. Facings

  8. Gross Margins

  9. Private label • Strong presence (found in 4 out of 6 stores) • Gross Margins in low 20% range • Found in strong retailer’s like Wal-Mart and small retailers like Harps • Maintain private label in category. • Possible increase in assortment/depth within Private label • For Ozark Whole food, the presence of an organic private label could make a difference in assortment. More price option for customer.

  10. An idea for Private label… An organic private label…An opportunity for retailers and private label. Organic already has high gross margins, as seen for Ozark Whole food store, and can continue to maintain/increase Private Label’s gross margin’s. Retailers like Wal-Mart can compete more with Organic Stores, with Private label. Adds more depth and range to Private label Creates more opportunity of choices for customer, so an alternative retailer is not chosen! More competition in brands.

  11. The END!

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