Professional Documents
Culture Documents
Herbal Essences Toolkit
Herbal Essences Toolkit
Herbal Essences Toolkit
Contents
Financial – Page 1 • Supply Chain – Page 3 • Marketing – Page 7 • Sales – Page 10
Financia
The Finance function provides stewardship towards all business decisions, ensuring the
organization reaches profitability goals and adds to shareholder’s return. It is critical to
understand the driving factors of all business decisions and propose solutions that maximize
return and minimize the risks involved.
Your task is to prepare a detailed financial analysis on the Herbal Essences launch for the next 5
years. You should understand and question all assumptions behind the launch and prospective
solutions offered by your counterparts. Your key objective would be to prioritize and focus
investment on the right business fundamentals, while delivering a healthy profit growth.
Key Measures
You are expected to fill the table below in absolute numbers and also show each component
as a %age of your Sales Revenue for each year. Additionally you need to include NPV of your 5
year plan. You may also include additional financial measures while explaining your financial
plan.
Key Budgets
• Cost of Goods Sold (COGS): This is the cost of sourcing and transporting your product and will
be determined through the Supply Chain Toolkit
• Marketing Spend Budget: For Year 1, this is capped at $3,500,000. For Years 2-5 your Marketing
Budget is capped at $2,000,000 (you can exceed by using your profit, if any).
• Organization Costs: Costs of running the organization are $300,000 per annum
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Key Assumptions
Key Expectations
You are required to act as the CFO of your brand, keeping into consideration both short term &
long term impact of your decisions on business growth and profitability. Evaluation will be made
on the basis of how you deliver profits by incorporating a sustainable business model. You may
take help of graphs and visual aids to enhance your presentation.
You may be asked to share calculations and rationale regarding the following elements:
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Supply C
The task at hand is to build the downstream supply structure for Herbal Essences in Pakistan. The
key questions that need to be answered are:
• What will be the monthly base forecast based on the marketing trends you have established
in the Marketing toolkit?
• What will be the impact of the initiatives you are proposing as per your Sales & Marketing
Strategy?
• What will be the volume forecast for Year 1?
• What will be your downstream logistics structure based on your proposed sales strategy?
How many replenishment points (and in what cities) do you propose and,
depending on the transit times, what will be the replenishment frequency?
• Assuming that you are operating with a single distributor who sells your product across
Pakistan, what replenishment strategy will you adopt over the initial 5 years of your launch?
Option 1: Vendor Managed Inventory (You manage the inventory of your customer)
Option 2: Customer Managed Inventory (The customer manages its own inventory and orders
as per requirement)
• Based on your decisions above, what will be the inventory cover in terms of days that needs to
be maintained at the distributor?
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Annexure 1 – Volume Forecasting
Forecast in Cases Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Base Forecast
Marketing Initiatives*
Initiative 1
Initiative 2
Sales Initiatives*
Initiative 1
Initiative 2
Total Forecast
* For Year 1 the launch itself will be your primary marketing & sales initiative. Use this for Years 2-5
Assume that the P&G Central DC is in Karachi and you replenish to your distributor locations
from the DC. Get a map of Pakistan and mark the locations which you propose as your
replenishment points.
Based on the above, the national inventory cover at the distributor would be ____ Days.
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Annexure 3 – Supply Chain Operating Strategy
To support 100% availability there has to be infinite inventory in the supply chain. One can simply
not cater for the demand of every single unit hence there has to be a tolerance in terms of
availability. The challenge is to maintain a service level of 99.5%. How many days of cover
should you keep at your Central DC (assuming a forecast error of 20%)?
Watch out! Forecasting error can change based on the number of variants you choose to
launch.
Number of Variants Launched Forecast Error
Less than or equal to 2 20%
3 25%
More than or equal to 4 30%
Warehousing
Products are stored on individual pallets within the warehouse. Each pallet holds a finite number
of cases (containing a set number of units of product). The rent of each pallet is PKR 150 per
week. This is the only cost element attached to warehousing. Based on your forecasts,
determine the per annum Warehousing Cost.
Pallet Occupation
Product Line/Size Cases per Pallet
Herbal Essences Sachets 90
Herbal Essences Bottles (all sizes) 70
Transportation
As mentioned earlier, you will have two transport options available to you. These are:
1) Dedicated Fleet: You fix the number of trucks, with specific transporters, on a monthly basis
and use the same fleet for all replenishments (monthly fixed rates + variable charges for
each trip)
2) Non Dedicated Fleet: You contract with multiple transporters and fix the rate of trucks for
future hires. There are no vehicles dedicated to you, hence the contract is applicable
based on the availability of trucks when you require them.
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Product Import Cost
The assumption here is that each variant (sizes and flavors) of your brand is being supplied from
a P&G plant based in a foreign country. There are three types of cost attached in bringing this
product to Pakistan; the manufacturing cost (i.e. the cost of production incurred by the P&G
plant), taxes and import duties levied by the Pakistani government, and the freight cost of
shipping the product from the P&G plant to your warehouse.
Determine the overall import cost of your product using the forecasts calculated earlier, and
keeping in consideration the cost elements below.
Watch out! Import costs are given in terms of one case of product. Refer to the second table to
find out how many units of product one case contains.
Case Count
Product Size Units per Case
Sachets 480
Bottle (100ml) 30
Bottle (200ml) 20
Once you have determined each cost element of supplying the product (i.e. import cost,
warehousing cost and transportation cost), you should be able to determine the total logistics
cost (FPLC). This cost should be reflected in your financials as the sourcing cost/Cost of Goods
Sold.
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Marketin
The task at hand is to come up with a marketing plan for Herbal Essences in Pakistan. The key
questions that need to be answered in your plan are:
Background
II. Within the Premium Tier, there is a war of heavy media spending to sustain market shares
and not lose it out to the low Tier brands as they are priced index 55 vs. the Premium Tier
shampoos.
II. In recent times, the market is The shampoo market has 2 distinct
experiencing down tiering, potentially consumer segments; the sachet users and
because consumers are facing the bottle users (sachet 5-8ml, bottles =>
inflationary pressures, while Low Tier 100ml)
brands have stepped up their
advertising. The overall market volume is skewed
towards higher SEC consumers behind
their strong purchasing power
Mid Tier Premium Tier
45% 55% Volume Split Sachet:Bottle
Price/ml = Price/ml =
50 Paisa 80-85 Paisa SEC AB 60% 20:80
SEC CDE 40% 70:30
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Competition
The hair care market is dynamic and versatile, with a variety of brands from multiple tiers
competing for share:
You are supposed to launch Herbal Essences as a Premium Tier proposition – with the aim of
becoming a 20 % share brand in the next 5 years. You are required to launch 3 sizes; 5ml,100ml
and 200ml. Additionally, you need to launch at least 3 variants (and you can exceed this
number if you want to). Your rationale for the number of variants needs to tie in with the
developed brand strategy, should also keep in mind the constraints of your market & trade, and
consumer insights/requirements.
Consumer
On needs segmentation, there are 2 broad consumer groups in Pakistan – the performance
seekers and the value driven.
Performance seekers look into benefits like superior functional and emotional benefits and a
premium image for the brands that they use, while the value driven consumers want functional
benefits at affordable prices. Interestingly, both of these segments are present across SECs.
The following tables illustrate the sought after benefits from shampoos:
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Key Functional Benefits sought from Shampoos (Lower SEC)
Long Hair
Strength (Anti Hairfall)
Shine
Expectations
Within your marketing plan, the following four expectations need to be met:
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Sales
The task at hand is to create the sales strategy for introducing Herbal Essences in Pakistan. The
key questions that need to be answered are:
Where to Play
We expect you to define the trade channels you will prioritize in order to capture share. It is also
key to define which variants will work best in certain stores and trade channels.
How to Win
Once you define the trade channels in which you will play, we expect you to outline the
strategy of how to stand out in the store, leverage your relationship with the customer, and
catch the eye of the consumer. This has all to do with your pricing strategy, the packaging and
in-shelve placement of your product. A sales pitch can also make or break your strategy, so
come prepared!
Trade Channels
Number of
Store Type Size of Trade Stores
Walk In Stores
Eg: Utility Stores, General
Stores, etc
35% 15,000
Cosmetics Stores
Eg: Color Collection,
Gulf Cosmetics Stores
20% 10,000
Kiryana Stores +
Bakeries 15% 100,000
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Sales Representatives - Constraint
You have a dedicated sales force of 100 sales reps who are also selling other P&G brands. Each
sales representative covers 50 stores per day and has a total of 600 stores to cover over a period
of two weeks. A sales rep has roughly 5 minutes per sales call. He typically has around 30
seconds to sell a concept to a customer.
Expectations
• Distribution: How will the sales reps approach their customers? What will be their sales pitch to
their customers?
• Right Pricing: What price points should we introduce this product at? How will we ensure the
correct pricing is reflected in the store? What should the customer margin be (the market
gives an average 10% retailing margin)?
• Shelving/Placement: How will the product be placed in the store (for each size)? What
location in the store will be suitable for an ideal placement? Support with reasoning.
• Merchandising/Positioning: How will the product stand out in the store? What can we do to
ensure it goes in-line with the overall positioning of the brand?
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Glossary
Sourcing: refers to the origin of the product. Sourcing cost is the cost attached with importing and
warehousing product from different manufacturing sites across the world
Distribution: is the process that takes product from the warehouse to the customers and consumers.
Distribution cost is the per unit cost that needs to be paid to the 3rd party distributor
Organization: refers to all Human and Capital resource cost involved with running the business
Variant: is defined as a member of the same brand family which might differ in flavor, aroma, etc (for
example Zest may have multiple flavor variants; Aqua, Tropical Mango, etc).
Freight Cost: is the cost of moving one container of product from the sourcing site to the local warehouse.
Case/s: are a measuring unit. A case contains a set amount of single units of product
Pallet: a wooden platform on which cases are stored within a warehouse. Each pallet can hold a finite and
predetermined number of cases
Shelving/Placement: is the physical location in a store where your product will be placed for consumers
Merchandising/Positioning: is the physical location in a store where your product or associated marketing
material will be displayed for consumers
Trade Channel/s: is/are the different outlets available to a consumer to shop for goods. Each trade channel
will have a set number of outlets across the country, and has an overall contribution (in terms of usage by
consumers) towards the business.
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Procter & Gamble Pakistan © 2010. This document is the
intellectual property of P&G Pakistan and should only be used
for the purpose/s defined by the Company.