Lewis Campbell, vice president of merchandising services, and Charles Davis, vice president of strategy & analytics, both from Food Lion, discussed how the supermarket retailer traditionally had a one size- fits-all approach, with every store looking the same. Then, in the 1990s, competition caused the retailer to customize its stores to meet specific customer needs. How did they do this?
- Food Lion analyzed and segmented its customer base
- Grouped stores with similar customer demographics into clusters
- Created a family of banners, including Food Lion, Bloom, Bottom Dollar, Harvey’s and Reid’s.
As a result, Campbell said this changed the way the company is managed, and moved it to a collaboration model with its suppliers, including Cadbury-Schweppes.
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Using insight generated by DemandTec applications, Cadbury-Schweppes and Food Lion jointly determine the optimal inventory and pricing for carbonated-beverages, while eliminating what Hodnett referred to as “dead space”.
“Speed to shelf is a real differentiator, and this gives Food Lion an edge. In 2005 it took us an average of 79 minutes to design a planogram. In 2006 it took 73 minutes. In 2007, it took 12,” he said.
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