Data Strategy Paper Shivam Shekhar 1711427

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Shivam Shekhar | 1711427
Data Strategy Paper
Introduction
Metro Cash & Carry is an international self-service wholesaler. It is a retail system focussed
with its customers being other businesses (B2B). It operates across Europe and India with 24
stores around the country. The cash and carry concept is based around self-service and bulk
buying. Only registered customers can walk-in to the store and purchase products. The core
customer groups are hotels, restaurants, traders and other business professionals.
Target Segment
According to Metro, they classify their target segments into three buckets using the
information that they gather through their mandatory registration process:
Target Segment Name
Description of Target
Buying Potential &
Profitability
HORECA
Hotels, Restaurants and
Café. All institutions in the
food service industry
comprise this segment.
(Registered Businesses only)
Buying Potential: High
(Yearly Contracts)
Profitability: Low (Due to
bulk purchases and yearly
contracts with Metro C&C)
Traders
Kirana Stores, Food
Resellers, General Trade
Stores, Canteens
SCO (Services
Complimentary Offices)
All service-oriented
organisations like Pharmacy,
Offices, Showrooms
Buying Potential: High
(Frequent Purchases)
Profitability: Medium (The
portfolio of products is large,
and margin varies from low
to high)
Buying Potential: Low (Since
they are end-users rather
than resellers)
Profitability: High (Least
price-sensitive segment and
high margin purchases
despite lower Average Bill
Value)
Data Strategy
Data element
GST Registration Number
Source
Internal (Mandatory for
Registration)
Source: Registration Form
Intended use/rationale
Necessary to establish that
the customer is an officially
registered business. Failure
to ensure this can lead to
legal issues as FDI in MultiBrand Retail (B2C) is not
permitted in India.
Shivam Shekhar | 1711427
Data Strategy Paper
Location of Business
Internal (Mandatory for
Registration)
Source: Registration Form
Promotion Address
Internal (Mandatory for
Registration)
Source: Registration Form
License Type
Internal (Mandatory for
Registration)
Source: Registration Form
Name
Internal (Mandatory for
Registration)
Source: Registration Form
Internal (Mandatory for
Registration)
Source: Registration Form
Internal (Mandatory for
Registration)
Source: Registration Form
E-Mail
Phone
For classification of
customers into zones and to
assign zonal salesman
accordingly. The zones are
divided based on the nearest
store and the radius in terms
of distance.
(Refer to Appendix 1)
To send out magazines and
product catalogues. It is to
ensure that businesses
receive the communication
in a spot where the user is
likely to be engaged. A lot of
customers want brochures
and offers at home address
rather than a store.
Collected to gauge what kind
of business they are in. This
helps in sending them
communications of a specific
portfolio of products.
Essential for focused
marketing efforts and
increased effectiveness.
(Refer Appendix 2)
Identification and
Verification of Registered
Customer
To shoot mailers regarding
products and especially
feedback surveys.
Promotional and
Informational Messages
(Useful because the
customer base is traditional,
especially the ones that lie
under the target segment
‘Traders’)
Shivam Shekhar | 1711427
Data Strategy Paper
Area of Business
Frequency of Visit
Customer Concerns
Bill Value & Time Spent
Internal (Mandatory for
Registration)
Source: Registration Form
To classify them into target
segments described above,
Useful for pointed
communication and
establishing the right
medium to reach consumers.
HORECA – Direct Sales
SCO – Online Marketing
Traders – Direct + SMS
(Refer to Appendix 3)
Internal (From Scanning
Classification of Customers
Card)
into four types (Refer to
Source: Customer Card
Appendix 4).
To retain ‘fresh’ and
‘current’ customers. To
regain ‘attrition’ customers
and avoid spending money
on gaining back ‘activation’
customers.
Month-on-Month trend
analysis of customer and
benchmarking with previous
years to assess the
effectiveness of offers and
targeting. Approach
customers who are less
engaged and call to check
concerns and move up the
chain. (Refer to Appendix 5)
Internal (Through Salesman – This helps in escalating issues
Direct Interaction on
to the senior management; it
Customer’s Place of
can range from the proximity
Business)
of store (Propose delivery
mechanisms) to price issues
(Alter offers accordingly).
Internal (When a customer
Measure the busy periods
visits the store and checks
and open more counters to
out)
improve convenience. Offer
In-Time/Out-Time/Bill Value: relevant discount in certain
Card gets scanned at entry
time periods to attract
and billing
customers. Measure the
(Refer to Appendix 6)
effectiveness of offers during
a sales period
(Annual/Festive Sales)
Shivam Shekhar | 1711427
Data Strategy Paper
Appendix
Appendix 1 (Zoning of Customers)
Appendix 2 (List of License Type)
Alcohol Wholesale
Alcohol Retail
Drug Wholesale
Drug Retail
Defence
Gram Panchayat
Gas Agency license
Pesticide License
Kerosene Licence
College/School License
Entertainment License
Factory License
Food License
Others (50 More Types)
Appendix 3 (List of Area of Business)
HORECA
Traders
1.
2.
3.
4.
1.
Residential Hotel
Restaurants
Bakery, Sweet Shop & Eateries
Caterers/Canteens
Kirana Store
Shivam Shekhar | 1711427
Data Strategy Paper
2.
3.
4.
1.
2.
3.
4.
SCO
Food Resellers
Fruits & Vegetable Stall
General Kiosk
Pharmacy
Office & institutions
Industry
Shop/Showrooms
Appendix 4 (Classification of Customer)
Type 1: Fresh Customers
Previous Year(s)
Current Year
Previous Year(s)
Current Year
Previous Year(s)
Current Year
Previous Year(s)
Current Year
Year of Registration
Most Recent Purchase
Type 2: Current Customers
Year of Registration
Most Recent Purchase
Type 3: Attrition Customers
Year of Registration
Most Recent Purchase
Type 4: Activation Customers
Year of Registration
Most Recent Purchase
Appendix 5 (Frequency Chain)
Shivam Shekhar | 1711427
Data Strategy Paper
Appendix 6 (Card with Barcode)
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