UK Retailer & Channel Workshop Series 16 19 February 2009 Do you want to stay on top of the changing retail market? Retail markets across the United Kingdom are experiencing unprecedented turmoil. Consumers have changed their shopping habits due to the economic turmoil with a larger share of a smaller wallet going to retailers who are perceived to offer better prices. Discounters like Aldi and Lidl along with ASDA have maintained expansion plans which have put their offers within reach of a larger percentage of the UK population. The country s largest retailer, Tesco, has had to react with new strategies on a number of fronts as its incumbent position has left it exposed to a wide array of changes. Within all of this turmoil, the changes in the drugstore channel continue to yield growth and promise. These MVI sessions will address the rapidly changing strategies of a wide variety of key UK retail businesses. The economy of 2008 led to a rapid change of strategy for retailers and as we enter 2009 we expect further adjustments. At a Glance UK Discounter Workshop 16 February 2009 Drugstore Channel (UK, Netherlands & Germany) 17 February 2009 Grow your business with the channel that is winning loyalty and changing market dynamics Understand the differentiation strategies yielding steady growth in a competitive market Business Planning for Asda 18 February 2009 Business Planning for Tesco (UK & Eire) 19 February 2009 Understand how to develop business with grocers who assert value leadership for weekly shopping Adapt to the changing business model designed to compete in a discounter-centric UK market Who Should Attend Key Account Managers, Trade Marketers, Sales Directors and key functions supporting the management of retail customers in the UK To Register Today Email CustomerService@mventures.com Web mvi-worldwide.com/events/ Call Niloo Sarafan at +44 (0)207.031.0256 Rate per day: 1,450/ 1,350 (net of any applicable VAT) Multi-day/multi-seat rates available. Please contact MVI for details. MVI accepts Visa, MasterCard, American Express and Discover credit cards. Venue MVI Offices Tel. +44 (0)207 031 0251 6 More London Place Fax. +44 (0)207 031 0270 Tooley Street London SE1 2QY Please ask for our list of recommended hotels nearby
UK Discounter Channel Workshop 16 February 2009 The continental European grocery discounters, Lidl, Aldi and Netto, are reshaping the shopping habits of UK consumers and the economic models of the multiple grocers. Developing a successful business plan for this channel requires a new selling approach supported by a new go-to-market model. Understand channel growth models as the UK consumer adapts continental retail habits. Develop the basis for a channel strategy which supports a unique role for this business in the marketplace. 09:00 10:30 Review of Discounter growth in Europe and the UK 10:45 12:00 The changing perception of Discounter brands and Private Labels 12:00 13:00 Discounter financial models and KPIs 13:00 14:00 Lunch 14:00 15:15 The merchandising and marketing environment of a category in the discounters 15:30 16:45 A model for sustainable channel growth Review of Discounter growth in Europe and the UK Two of the world s largest discount retailers believe that the UK is one of their greatest growth opportunities of the next three years Discounter brand awareness is nearly 100% with ample room for continued space expansion The changing perception of Discounter brands and Private Labels Improving the quality image (Aldi) Becoming an acceptable substitute for a supermarket (Lidl and Netto) Discounter financial models and KPIs Profits and returns are improving for the discounters as volume per square foot improves The channel does not as of yet have a significant efficiency advantage over the UK grocery multiples Stock rotation remains an opportunity The merchandising and marketing environment of a category in the discounters Promotions are now a significant part of the branded opportunity in the channel Everyday opportunities for brands continue to vary by retailer A model for sustainable channel growth Understanding the channel evolution and its likely implications for brands Measuring the channel correctly Planning for a sustainable business
Drugstore Channel Workshop 17 February 2009 Europe s leading drugstore chains (Alliance Boots, AS Watsons and dm) are having to simultaneously sharpen their value proposition and develop a differentiated premium offer. In many ways this channel has become a benchmark for private label development in Europe. Learn more about the trends and strategic direction being taken by the leading chains and understand ways this may influence your selling and marketing strategies. Understand channel growth and consolidation models as healthcare becomes a more integral part of the offer. Develop the basis for a channel strategy which supports a unique role for this business in the marketplace. 09:00 10:30 Introduction and review of Drugstore growth in Europe and the UK 10:45 12:00 The changing perception of Drugstore brands and Private Labels 12:00 13:00 Drugstore financial models and KPIs 13:00 14:00 Lunch 14:00 15:15 The merchandising and marketing environment of a drugstore category 15:30 16:45 A model for sustainable channel growth Review of Drugstore growth in Europe and the UK Regulation is reshaping the industry Four large chains leading the growth with divergent business models and fortunes Market evolution across Europe with the U.K., Germany and the Netherlands leading the development The changing perception of drugstore brands and Private Labels Focusing on differentiation Adding price value to the repertoire Drugstore financial models and KPIs Profits and returns models are changing as healthcare becomes more important for the channel Innovation dependency means reliance on margins to compensate for low rotation and expensive in-store merchandising practices The merchandising and marketing environment of a drugstore category Successful models for both hi-lo and EDLP with no clear winner yet in the channel Loyalty cards are increasingly important Private label growth A model for sustainable channel growth Understanding the channel evolution and its likely implications for brands Measuring the channel correctly Planning for a sustainable business
Business Planning for Asda 18 February 2009 After years of trailing the competition, ASDA has used a sharpening of its value proposition to attract more shoppers during the economic downturn. The retailer has also cleverly invested in the extension of its reach via new formats and careful organic expansion. This workshop is designed to help branded manufacturers understand ASDA s opportunities for continued success. MVI s 2009 ASDA workshop will focus on many of the key issues manufacturers working with ASDA and Wal-Mart might consider as they approach their business plans. Understand the ASDA value proposition for consumers and the ways in which this is supported by the changing financial and operating models of the business. Understand the evolution of ASDA s offer which has allowed the group to capture more consumers and shopping trips as the retail market changes 09:00 10:30 Introductions and review of Wal-Mart s corporate strategy and its implications for ASDA 10:45 12:00 Adding consumers and shoppers by extending the ASDA business model 12:00 13:00 ASDA financial metrics and KPIs for suppliers 13:00 14:00 Lunch 14:00 15:15 Bringing the vision to the shelf at ASDA (review of merchandising practices) 15:30 16:45 Aligning with the ASDA organisation to manage a growing business Review of Wal-Mart s corporate strategy Leveraging global scale to improve the lives of consumers around the world (value and sustainability) Growth forecasts and the importance of ASDA to the business Positioned for M&A and accelerated share growth in a difficult economic environment Adding consumers and shoppers Improving the perception of the brand through above the line communication and a better store experience Extending the model via emerging channels (digital commerce and new formats) Financial metrics and KPIs ROCE and GMROII models linking returns to the shelf Improving operational efficiency through better cost management and inventory control Bringing the vision to the shelf Reducing in-store POP and communicating a clear message with brands needing to make the packaging work harder Simplified ranges and focus categories with diverging implications Measuring and tracking results Aligning with the ASDA organisation A simplified and lean commercial structure The importance of data management
Business Planning for Tesco 19 February 2009 The UK s largest retailer is changing its business model. Tesco s management recognizes that the UK may be undergoing a fundamental shift in shopping habits. Two of the company s core growth pillars, non-food and a strong UK market, are weakening under changing competitive and economic pressures. In response, Tesco has launched a series of sweeping changes which require its suppliers to adapt. This session is designed to provide a basis for understanding the current changes Tesco is making and the implications they have for the business plans of its suppliers. Understand the changing nature of lifetime loyalty (in the UK and Eire) and the business model Tesco management believes is required to compete in the coming years. Consider the role of national brands in helping Tesco change its business model with a particular focus on regaining shoppers and increasing frequency at the possible expense of transaction value. 09:00 10:30 Introduction and review of Tesco s four growth pillars and the challenges to the continuation of these strategies 10:45 11:45 The full-range discounter strategy 11:45 11:55 Break 11:55 12:45 Tesco financial metrics and the implications of change 12:45 13:45 Lunch 13:45 15:15 Managing loyalty across the channels 15:30 16:45 Balancing short-term flexibility with joint planning objectives Review of Tesco s four growth pillars and the challenges to the continuation of these strategies New opportunities to strengthen the services offering International (Eire) growth is slowing and becoming more costly Non-grocery market under pressure and changing The need to maintain a strong UK business The full-range discounter strategy Projecting a sharper price image Simplifying the organisation Moving to regional procurement Maintaining key differences with the classic discounter model Tesco financial metrics and the implications of change Managing CROI Growing profits as margins decline KPIs and implications for suppliers Managing loyalty across the channels Merchandising standards across outlets Changes to the digital commerce and catalog business Tracking the trends and recommending changes Balancing short-term flexibility with joint planning objectives Tesco planning principles and the need for flexibility International planning standards Local planning
UK Retailer & Channel Workshop Series 16 19 February 2009 UK Discounter Workshop 16 February 2009 Drugstore Channel 17 February 2009 Business Planning for Asda 18 February 2009 Business Planning for Tesco 19 February 2009 To Register Today Email CustomerService@mventures.com Web mvi-worldwide.com/events/ukworkshops Call +44 (0)207.031.0256 Rate per day: 1,450/ 1,350 (net of any applicable VAT) Multi-day/multi-seat rates available. Please contact MVI for details. Venue MVI Offices 6 More London Place Tooley Street London SE1 2QY Tel. +44 (0)207 031 0251 Fax. +44 (0)207 031 0270 Please ask for our list of recommended hotels nearby. MVI accepts Visa, MasterCard, American Express and Discover credit cards. Name Address State/Country Telephone Company City Postal Code Email Workshop q UK Discounter Workshop q Drugstore Channel q Business Planning for Asda q Business Planning for Tesco Credit Card q AmEx q MasterCard q Visa Card Number Expiration Date Signature (required) Session fee includes continental breakfast and lunch each day and relevant MVI training outlines. Cancellations/Substitutions Cancellations received in writing 10 days before the program will qualify for a credit on a future MVI program. Unfortunately, MVI is unable to issue refunds for cancellations. Substitutions must be communicated and are allowed at any time. If, due to travel restrictions, security issues or other business reasons, MVI determines that it is not preferable to deliver its traditional classroom programs (such as Workshops and Forums), MVI reserves the right to substitute comparable, alternative learning systems (such as interactive Webcasts) in their place. Content Speakers and topics subject to change. MVI specifically disclaims any liability for the editorial content of the presentations made by non-mvi speakers, which wholly originates with the speakers. The analysis and conclusions presented by MVI represent the opinions of the company. The views expressed do not necessarily reflect those of the retailers under discussion, nor are they endorsed or otherwise supported by the management of those retailers. Sessions may be taped by MVI for internal training purposes.