Category management: theory and implementation in an organization

The Category Management process has assisted retailers with achieving sales and profitability growth during advantageous economic periods while maintaining profitability during economic declines. Through a comprehensive literature review of the Category Manager position as prescribed by AC Neilson compared with practical training of the Customer Product Manager position from within the Overwaitea Food Group the author will review the Eight Steps of Category Management to find parallels and deviations between the two roles. Through analysis of the two positions strategies that are aligned will receive minor review while those strategies that have belong to only one party will be revisited in an attempt to achieve consistency between the two very similar roles and responsibilities. It is observed that the Customer Product Manager position is imitative of the fundamental Category Manager position with minor alterations. The fundamental findings of this research will be designed is such a way as to assist future Customer Product Managers with an additional tool to further understand the roles and responsibilities of a new career path. The study will clearly address the relevance of such a role in the industry, while exposing areas for further development. Recommendations will include methods to educate all facets of the Overwaitea Food group retail operators about the Customer Product Manager duties and responsibilities in an attempt to align the two separate entities to share one common goal. Through research, key areas of inadequacy will be addressed such as the elimination of any education by AC Neilson pertaining to Vendor meetings, merchandising contribution fund attainment and SKU rationalization for the category review chapter. Recommendations of key findings will not be limited to either party, as the purpose is to find the most practical business solutions to accommodate future growth. --Leaf i.