NielsenIQ Academy Textbook (NAT)

NIQ Academy Textbook (NAT)
NielsenIQ Case Competition (NCC) 2021 – Round 1
Prepared by NielsenIQ
November 2021
© 2021 Nielsen Consumer LLC. All Rights Reserved.

General Disclaimer
▪ All contestant must accept with the ground rules in order to enter the competition, especially plagiarism
▪ Each team is responsible for keeping their work protected
▪ Any team found copying the materials, work, slides that belongs to other team, within or outside of the
NCC will be disqualified immediately

Welcome to round 1: The Truth Seeker
▪ Objectives
1. Equip contestant with foundation knowledge of research
2. Select contestants with capabilities for the case-study rounds
▪ Rules
1. Multiple-choice, close-ended question (MCQ) test with 30 questions of Knowledge, Calculation & Analysis/ deduction questions.
Questions could be Single Answer or Multiple Answers. Test time is exact 25 mins including time for technical difficulties/ recovery
2. Correct answer = +1 point, in-correct answer = –1 point, blank/no answer = –0.5 point
▪ Qualifying criteria
1. Must: submit the test within the given time, once only (disqualified immediately if submitting after the deadline or submitting twice).
Submission time is recorded by google form, not your clock. The organizer is not responsible for internet connection, lag time, etc.
2. Main: 16 teams with the highest points
3. Bonus: submission time, the earlier the winner
▪ Key timeline
8AM-12PM (6-Nov) 11:30AM (6-Nov) 12:00PM – 12.25PM (6-Nov)

Each team is provided with NielsenIQ Each team is provided Each team starts taking test of Round 1.
Academy Textbook (NAT) via email. All the google form link for Teams can open the test on multiple
questions from the MCQ test are based the MCQ test in advance. devices but can only submit one form.
on this textbook The link is accessible but Submitting twice will be disqualified
not open yet
Table of contents
1 Market research fundamentals
2 Fact fundamentals
3 FMCG retail landscape in 2020
4 Analytical process

Market research accompanies with business in different stages
Who are my most valuable How can I develop, Is my content and How can I systemically
consumers and how do I price, package and advertising reaching, improve financial
build innovation, promote breakthrough resonating and performance by
marketing and in-store products to enhance effectively delivering delighting shoppers and
activities to capture them? my diverse portfolio? results with my optimizing price,
intended audience? promotion, assortment
and shelf?
MARKET RESEARCH
Segment and identify most Develop, price, and Engage consumers Measure performance
profitable consumers to promote new products through effective and and activate plans
unlock demand and services efficient marketing through superior sales
execution
Basic process of a market research project
Client brief (Business &

Analysis Finalize report
Research objectives)
Research design Fieldwork Presentation
Proposal Project set-up Close project

Business objectives vs Research objectives
BUSINESS OBJECTIVES RESEARCH OBJECTIVES
What do you need to know

What you always dream of more and do more to make
your dreams come true
Example Example
I need to understand consumers’ usage

I’m a biscuit manufacturer. I want to
& attitude towards premium biscuits. In
double my business size by end of 2020
addition, I need their feedback on my
by penetrating into premium segment
concept of new type of biscuits
7
© 2021 Nielsen
Nielsen Consumer LLC. All Rights Reserved.
Main research data types
● Desk research: information from public ● Social listening: research about
sources, prestige websites, government behaviors, trends on social media
release,…
● Media measurement: measure
behaviors and habits on media
● Retail measurement: measure retail channels
sales effectiveness at retailers
● Big data: consolidate big amount
of data, which is more and more
applied in business to understand
● Consumer panel: measure shopping consumers from different angles
behavior and habits of consumers
● Consumer insight: research about

behaviors, perceptions, reviews,
experiences of consumers

Retail Audit Consumer Insight
Retail Audit data
Measuring product movement from

manufacturers to the end consumers
DEFINITION through retailers. Nielsen tracks the actual
consumption and report on
monthly/quarterly/bi-annually basis
- Potential of a category for a company to

enter? Market size and growth?
EXAMPLE
QUESTIONS TO BE
ANSWERED - Which region/channel should a company
focus?
…
- Value/ volume sales, share, growth

- Distribution
- SPPD/Offtake/Consumer support
EXAMPLE FACTS
- Purchase/stock
- Price
…

Qualitative vs Quantitative
Qualitative Quantitative
• provides us with important insights in • produces results that are projectable

understanding why consumers behave or • we are able to add the dimension of “how
feel the way that they do many” we are talking about
• allows us to identify and understand • is based on a ‘scientifically’ drawn sample
relevant behavior patterns, opinions, and of the universe population
motivations
• able to attach statistical rigidity to the
• helps us formulate hypotheses for further findings
exploration or quantification
• enables us to add richness to the findings
of quantitative research

Qualitative at a glance
■ Due to the highly adaptive nature, Qualitative can fit in any research questions and complement any other
research methodologies
F OCUS
GROUP
DISCUSSION
I N-DEPTH
INTERVIEW E THNOGRAPHIC
SESSION
• Conventional
• Also popular method • More about observation
• Most popular method
• Mostly used for high than interviewing
• Time-saving
profile/ busy respondents • Best for consumerization &
• Best for studies about
• Or sensitive topics innovation studies
assessment of materials

Common quantitative techniques
In-person/ face-to-face Observation

(CAPI/ PAPI) • Traffic count
• Door-to-door • In-outlet/ Aisle observation
• Intercept/ Exit/ In-outlet • Mystery shopping
• Central Location Test (CLT) • Eye-tracker
• Neuro
• Cookie tracker
Telephone Online (CAWI)

(CATI/ PAPI) • Panel
• Fixed line/ mobile • Mobile app
• Random Digit Dial/ • Email/ Banner link
Database
• Panel
Self-completion (PAPI)
• Snail mail
• Card/ One pager
• Diary
• Ad hoc panel

Hints to choose Qualitative vs. Quantitative
⚫ Understand ⚫ Segmentation ⚫ How many
⚫ Initial ⚫ Product development ⚫ Proportion
⚫ Explore ⚫ Penetration (reflect on total

⚫ Usage and Attitudes pattern
population, not respondent)
⚫ Motivations
⚫ Relative importance
⚫ Needs
⚫ Measure
⚫ Communication
⚫ Monitor/ Track
⚫ Estimate
Qualitative Qualitative + Quantitative Quantitative

Table of contents
2 Fact fundamentals

What can you read with Retail Audit data?
✔ Purchase Volume
✔ Purchase Share
Purchase
✔ Stock Volume
✔ Value/ Volume/Unit Sales ✔ Stock Share
✔ Value/Volume/Unit Growth Value/
✔ Value/ Volume/Unit Share volume/ Stock
✔ Value/ Volume Share of Trade Unit
(SOT)
6 main
cluster
✔ Numeric/ Weighted Distribution

✔ Price per Pack
✔ Distribution Quality Distri-
Price ✔ Average Price per Unit
bution
✔ Price Index
Off-take
✔ Off-take/ SPPD/ Consumer Support

Retail Audit Consumer Insight 1
Value/ volume share & sales
Facts Definition Implication

▪ Sales to consumers expressed in
Value/Volume/ Unit value/volume/unit basis ▪ Measure total market size, manufacturers/brand
Sales ▪ Measurement: Value (VND/ USD/...), Volume performance
(KG/L/…), Unit (number of SKU)
Value/Volume/Unit % ▪ % of change in sales compared to a certain

▪ Measure the growing speed of a product
Growth point of period
Value/Volume/Unit % ▪ Share of a brand/SKU on either total market ▪ Measure performance of a manufacturer/brand in

Share or specific segment a context with competitors
Value/Volume Share ▪ % sales from certain channels/ markets out of ▪ Measure the importance of specific sub-markets
of Trade (SOT) total business to total market.

Value/ volume share & growth
Value/volume % Growth
– No change +
We are gaining sales

We are declining at a lower rate While the total category is
+ than the total category declining, we maintain our sales
Faster than the
Total category
Value/volume Share %
No change
We are declining in line with the No improvement or decline in our We are gaining sales
total category sales position In line with the total category
We are losing sales at a faster rate We are stagnant while the We are gaining sales but not as
– than total category category continues to grow fast as our competitors
Example of typical scenarios

WTD vs NUM distribution

Numeric Distribution ▪ Represents the percentage of stores within the universe ▪ Measure penetration in terms of
(Num Dist) handling the product during the audit period number of stores
Weighted Distribution ▪ % of category turnover accounted for by those stores ▪ Measure penetration in terms of
(Wtd Dist) handling the product during the audit period store importance
#Stores of Panel = 10 If Manu A is stocked in 4 stores,

it has:
1 1 1 1 1 1 1 1 1 1
✔ 40% Num Dist
✔ 70% Wtd Dist
✔ Quality of distribution =
Wtd / Num : 1.8
15 30 15 6 4 7 10 5 3 5
Total Sales of Category = 100
A A A A

Rate of sales/ Off-take
✔ Used to understand in-store rate of sale, minimizing distribution bias.
✔ Used to build to increase/decrease ranging or distribution of leading/poor performing SKUs.
Volume/Value Sales
S.P.P.D =
% WTD

Price facts
▪ Measure the actual price sold in the market vs

Price per pack ▪ Average retail selling price to the consumer recommended price
▪ Measure the impact of price vs sales
▪ This represents the average net retail price

Average Price ▪ Average price paid for a product based on value ▪ We use when we work on aggregate product
per KG/L sales divided by volume sales (total category, segment, brand etc… ) or use it to
compare 2 SKUs with different pack sizes
▪ Measure whether a product has average price

▪ Average Price of the product / Average Price of
Price index higher or lower in comparison with total product.
Total Product) * 100
Useful when dividing price tiers (Price segment)

Stock facts
Total Stock / Share

■ Total Stock: the combined reserve and forward stocks of a brand or SKU on the day of audit expressed as
units or a converted volume basis (e.g. liters, kilograms, etc.)
■ Stock share: the selected product’s share of total stocks for the selected Total Product
Stock
Forward stock Reserve stock

Brand funnel | Check performance across Brand Equity KPIs and

Identify Drivers for Awareness, Trial & Conversion
RECOMMENDERS
(recommend the brand to others) 40 Ensuring
emotional loyalty HIGH COMMITMENT
PREFERERS
(prefer the brand over competitors) 41
DEPENDABLES
31
(use brand most often) Ensuring
REGULARS brand performance
(regularly use brand) 46
TRIALISTS
85
(have tried it) Providing
CONSIDERERS brand relevance
93
(regular use/will consider buying in future)
AWARERS Achieving LOW COMMITMENT
41 36 22
(top of mind, spont, total awareness) brand saliency
NON-CONSIDERERS
6
(will not consider brand)
Source: Winning Brands Health Check
Table of contents
2 Fact fundamentals

Covid-19 situation
Global current cases/deaths (21 Jan 2021) Accumulated confirmed cases
Vietnam Thailand
15,000
~95 Mil
2,000
Confirmed Case 0
0
3 Jan 2020 21 Jan 2021 3 Jan 2020 21 Jan 2021
Singapore Malaysia
~2 Mil 80,000
180,000
Deaths 0
0
3 Jan 2020 21 Jan 2021 3 Jan 2020 21 Jan 2021
New SARS-Covid 2 and the

Indonesia
upcoming winters &
Philippines
1,000,000 530,000
holidays increases the risk

and severity of infection
0 0
3 Jan 2020 21 Jan 2021 3 Jan 2020 21 Jan 2021

Source: WHO data from 3 Jan 2020 to 21 Jan 2021
Vietnam GPD by sectors & Consumer Price Index (CPI)
GDP
GDP growth vsYA
% Growth YA Sectors’ GDP growth vs. year ago
5.2 5.6
4.7 4.7
7.1 7.0 4.0
6.8 2.9 2.9 3.3
6.2 2.7 2.3 2.5
1.0 1.4
4.5 0.1
3.7
2.9 2.7
-1.8
FY 2020
FY 2020
FY 2020
Q2'20
Q2'20
Q2'20
Q1'20
Q3'20
Q4'20
Q1'20
Q4'20
Q1'20
Q4'20
Q3'20
Q3'20
0.4
Agriculture, Forestry & Industrial & Construction | Service |41.6%

Fishery | 14.9% 33.7%
CPI % Growth YA Factors influencing Q4’20 Inflation
5.6
3.5 3.5 3.2 3.2

2.7 2.8 2.6 Food and Catering Service: Transportation: -12.82%
1.4 +6.23% Mainly driven by price of
Mainly driven by price of petroleum (-25.7%)
Pork (23.21%) & Rice (+7.4%)
Q2'20
2016
2017
2019
2018
2020
Q1'20
Q4'20
Q3'20
Education Services: +3.82% Culture, Entertainment &

Tourism: -2.28%
Source: GSO Vietnam (Social and economic situation Report), Vnexpress.net
Consumers confident index (CCI)
How consumers utilize spare cash after covering
Consumer Confidence Index (CCI) essential living expenses
125 126 121
116 120 117
110 73
101
Savings
70
51
New clothes
43
40
Asia Pacific Vietnam Paying medical insurance premiums
43
Q4'19 Q1'20 Q2'20 Q4'20
46
Top concerns Holidays / vacations
36
42
48 45 New technology products
41 37
37
31
27
20 22
45
Job security Health The economy Work/life balance Out of home entertainment
33
Q4'19 Q4'20 Q4'19 Q4'20
Source: NielsenIQ Global Consumer Confidence Dashboard ending Q4’20

Vietnam FMCG by super-categories
Vietnam (TT + MT VietNam) - FMCG - Value % Share Vietnam (TT + MT VietNam) - FMCG - Value % Chg PP
2019 2020 Q4'20
FMCG 5.2 -7.1 -2.3
21.9 20.5 20.2 Beer

8.6 -12.9 -5.2
Non-alcoholic 7.5 -9.2 -5.1

20.5 20.1 19.9 Beverage
Cigarette 3.7 -7.1 -0.6
14.1 14.1 14.3 Baby Care -4.0 -12.8 10.7

2.1 2.0 2.1
12.2 12.3 0.5 -6.4 -5.1
12.1 Milk Bases
5.6 0.5 3.4
16.7 18.0 18.0 Foods
3.3 -3.9 1.0
6.2 6.4 6.6 Home Care
6.4 6.7 6.7 3.7 -2.4 -3.7
2019 2020 Q4'20 Personal Care
Categories including: Shampoo, Hair Conditioner, Toilet Soap, Toothpaste, Toothbrush, Feminine Protection, Laundry, Dishwashing Liquid, Fabric Softener, Household Cleaner,
H.I. Aerosol, H.I. Coil, Insecticide Control, Msg-Bouillon, Instant Noodles, Biscuits, Pie & Sponge Cake, Soft Drink, Energy Drink, RTD Tea, Fruit Juice, Package Water, Sport Drink,
Coffee , Beer, RTD Milk, SCM, Sauces, Chili Sauce, Tonic Fodd Drink, Cigarette, Milk Powder, Baby Diapers, Facial Tissue, Tissue (Napkin/Toilet/Kitchen), Candy, Snack.
Source: Nielsen Retail Audit, Period Ending: DEC20
27
Key consumer behavior shifts driving future consumption patterns
THE CONSUMER BEHAVIORAL RESET
Affordability Reset Basket Reset Homebody Reset
COMMON COVID-19 IMPACTS
New regulation and governance Business closures / restrictions persist or

Massive spikes in unemployment.
influence everyday decisions. Health re-emerge. Shelter-at-home
Economic uncertainty. Declining
measures become integrated recommendations continue
consumer confidence.
in all walks of life. or become re-instituted.
CONSUMER BEHAVIOR RESPONSES
Consumers become more risk averse, Consumers need to account

seeking products/services that deliver for emerging basket essentials, Consumers prioritize in-home spending
value, quality and stretching their dollars further to merge over discretionary out-of-home expenses
peace of mind. old and new needs.
Source: Asia Covid’19 Future Consequences Report OCT’20

Affordability reset
Value % share by super-categories

Vietnam
12.1 13.7
24.4 24.2 26.6 27.6 26.1 27.4 31.3 31.6
38.3 38.6
49.2 47.6
60.7 57.4
57.8 56.1 57.6 57.8 86.4 84.6

5.0 69.2 69.4 44.7 44.8 57.6 57.6
29.9 32.3 5.1
34.3 37.6
20.9 20.1 17.0 16.6 16.3 16.3
15.6 14.8 11.1 10.8
6.4 6.4 1.5 1.7
2019 2020 2019 2020 2019 2020 2019 2020 2019 2020 2019 2020 2019 2020 2019 2020
Beer Cigarette Beverage Foods Home Care Milk Bases Personal Care Baby Care
Value (API <80) Mainstream (80 =< API =<120) Premium (API >120)
Source: NielsenIQ Retail Audit data ending DEC20 | Non-essentials include Beverage, Beer, Cigarette
Basket reset
Volume & Unit growth 2020 vs. YA

Vietnam
-9%
Volume growth FMCG
-10%
Unit growth
-14%
Beer
-14%
-10%
Non-alcoholic Bev
-12%
-7%
-7%
Cigarette Driver
-14%
-19%
Baby Care Baby Diaper
-7%
-11%
Milk Bases Liquid Milk
-1%
Foods Candy, Snack, Instant Noodles
-4%
-2% All key categories

Home Care
-13%
-2% Hair Conditioner,

Personal Care
-14% Shampoo, Personal Wash
Source: NielsenIQ Retail Audit data ending DEC20

Homebody reset
Value growth vs. YA of FMCG & Growing categories

Vietnam
36
34
10 9 10 10
8 7 8
5 6 5 5 5
3 4 3
1 2 1 2
-7 -7
-12
FMCG Instant Noodle Sauce Chilli Sauce Personal Wash Household Cleaners
2019 2020 1st Wave 2nd Wave
1st Wave from Mar-Apr’20, 2nd Wave from Aug-Sep’20

Traditional trade vs Modern Trade
Value growth FY 2020 vs. YA

Vietnam
15%
14%
12%
9% 9% 10%
5% 5%
-3%
-4%
-7% -7%
-8%
-10%
-11%
-12%
-14%
-15%
FMCG Beer Non-alcoholic Cigarette Baby Care Milk Bases Foods Home Care Personal Care
Bev
Traditional Trade Modern Trade
MT’s value SOT

FY 2020
16 7 10 2 16 28 22 30 36
+/- vs. 2019 2 1 2 0 3 4 3 3 4

Retail stores evolution
Evolution of FMCG Universe Number of MT Chain stores

Vietnam (‘000 stores) Vietnam (stores)
1,468
1 ,80 0 1 ,60 0
1,442 1,407 8,470

1 ,60 0 1 ,40 0
729
8.8 9.8
1 ,40 0
9.7 1 ,20 0
7,099
723
Mom & Kids
650
Chain 979
1 ,20 0 1 ,00 0
682 681 460

668 H&B + Drugstore
1 ,00 0 80 0
910
80 0 60 0 CVS
60 0 40 0
Minimart
5,566
40 0
778 751 730

200
Supermarket
4,632
200 0
Total MT Chain
0 - 200
2018 2019 2020

TT Off TT On MT Vietnam Vietnam 428 453
DEC'19 DEC'20
Source: NielsenIQ Census + Modern Trade chain evolution report – Dec’20

Ecommerce landscape
Vietnam – Internet Economy GMV Shift in buying behavior due to Covid (SEA countries)
(Gross Merchandise Value) In Bil. USD (use more than before)
Travel -13%
52 Transport -13%
Consumer electronics -1%
Personal loans 5%
Clothing 5%
Beauty 12%
Music streaming 15%
14 Video streaming 21%

12
Education 22%
3
Groceries 33%
2015 2019 2020 2025 (F) Food delivery 34%
Source: Bain Insights. % respondents who respond “More than before” - % of respondents who respond “Less than before”
Payment Method Used
E-WALLET
• Key players: Momo, Viettel pay,
Payment method Moca, Airpay, Zalo pay
• Promotion:
➢ Momo: Lắc Xì 2021/ promotion for
purchase at CGV, Google Play,…
➢ Moca: promotion from Grab
81 2020 2021 ➢ Viettel pay: many cash back activities
71
67
53
38
34
27 24 24 22
17
13
7 7
E-wallet Cash on delivery ATM card Credit card Wire transfer on Wire transfer Debit card Samsung Pay
delivery* before delivery*
Base: All respondents TOTAL (N=1050), HCM (N=484), HAN (N=358), DN (N=208)
Source: NielsenIQ, Vietnam E-commerce Shopper Trends 2021

Table of contents
2 Fact fundamentals

ANALYTICAL
Identify key topic to address
PROCESS
Brainstorm different angles to answer the question
Analysis mapping
Find the data to support
Structure/visualize the data and give findings/implications
Recommendations/Summary

Step 1
SCQA Model
S Situation Give the strategic context, what is happening
C Complication The concern/issues that business needs to address
Q Question Not only stop at “Why” but “What and How should business do?”
A Answer Maximum 3 actions for business to focus

Step 2
Think from different angles to address the key topic
Break down the key topics into more detailed questions

The questions should be from different angles and structured in a logical way
Business question:
Evaluate the potential to launch new product for Aroma in Coffee
Detailed questions to be answered:

1. Market size and growth of Coffee category in last 2 years?
2. Which helped total Coffee grow?
3. Is this category concentrated? Any opportunity for new products?
4. Any new launches in the category in recent years? Are they successful? Why?
….

Step 3
Analysis Map
Company A’s ● When? (Year/Quarter/…)

value sales decline ● Where? (Region/Channel/…)
● Product (Segment/Brand/…)
Company A’s
Market trends
issues
● Alternative products
● Consumer behaviors
Impacted from ● Seasonality
Internal issues
competitors
● 4Ps ● 4Ps
● Any changes in ● Any new competitors?
activities (increase ● Any changes from competitors’
price, out of stock,…) activities? (invest in Marketing, open
new stores,…)

Step 4
Find the data: Internal vs. External data
INTERNAL DATA EXTERNAL DATA
● Measure consumer behaviors/ performance of

● Measure performance of internal departments.
competitors/ market trends…
● Can be collected from internal reports.
● Provided by research agencies/public reports,…

Step 5
Key Findings & Implications
KEY FINDINGS – What does data say

IMPLICATIONS – What does data mean
● Charts/tables illustrate what information

● Not directive for business ● Charts/tables meaning
● Passive information (ex. What happened in the ● How does it impact on business
market?) ● Proactive (ex. What should the company do with
this trend?)

Step 6
Recommendations
1 Actionable and relevant to business
2 Link with SCQ
3 Supported by data and analysis
4 Proactive, not passive
5 Next step and action plan by phases

Thank you.

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NIQ Academy Textbook (NAT)

NielsenIQ Case Competition (NCC) 2021 – Round 1

© 2021 Nielsen Consumer LLC. All Rights Reserved.

▪ Each team is responsible for keeping their work protected

© 2021 Nielsen Consumer LLC. All Rights Reserved.

8AM-12PM (6-Nov) 11:30AM (6-Nov) 12:00PM – 12.25PM (6-Nov)

1 Market research fundamentals

3 FMCG retail landscape in 2020

© 2021 Nielsen Consumer LLC. All Rights Reserved.

Client brief (Business &

Research design Fieldwork Presentation

Proposal Project set-up Close project

© 2021 Nielsen Consumer LLC. All Rights Reserved.

BUSINESS OBJECTIVES RESEARCH OBJECTIVES

What do you need to know

I need to understand consumers’ usage

● Consumer insight: research about

© 2021 Nielsen Consumer LLC. All Rights Reserved.

Retail Audit data

Measuring product movement from

- Potential of a category for a company to

- Value/ volume sales, share, growth

© 2021 Nielsen Consumer LLC. All Rights Reserved.

• provides us with important insights in • produces results that are projectable

© 2021 Nielsen Consumer LLC. All Rights Reserved.

© 2021 Nielsen Consumer LLC. All Rights Reserved.

Common quantitative techniques

In-person/ face-to-face Observation

Telephone Online (CAWI)

© 2021 Nielsen Consumer LLC. All Rights Reserved.

Hints to choose Qualitative vs. Quantitative

⚫ Understand ⚫ Segmentation ⚫ How many

⚫ Initial ⚫ Product development ⚫ Proportion

⚫ Explore ⚫ Penetration (reflect on total

Qualitative Qualitative + Quantitative Quantitative

© 2021 Nielsen Consumer LLC. All Rights Reserved.

1 Market research fundamentals

3 FMCG retail landscape in 2020

© 2021 Nielsen Consumer LLC. All Rights Reserved.

What can you read with Retail Audit data?

✔ Numeric/ Weighted Distribution

© 2021 Nielsen Consumer LLC. All Rights Reserved.

Value/ volume share & sales

Facts Definition Implication

Value/Volume/Unit % ▪ % of change in sales compared to a certain

Value/Volume/Unit % ▪ Share of a brand/SKU on either total market ▪ Measure performance of a manufacturer/brand in

© 2021 Nielsen Consumer LLC. All Rights Reserved.

Value/ volume share & growth

We are gaining sales

Example of typical scenarios

WTD vs NUM distribution

#Stores of Panel = 10 If Manu A is stocked in 4 stores,

© 2021 Nielsen Consumer LLC. All Rights Reserved.

Rate of sales/ Off-take

✔ Used to understand in-store rate of sale, minimizing distribution bias.

✔ Used to build to increase/decrease ranging or distribution of leading/poor performing SKUs.

© 2021 Nielsen Consumer LLC. All Rights Reserved.

Facts Definition Implication

▪ Measure the actual price sold in the market vs

▪ This represents the average net retail price

▪ Measure whether a product has average price

© 2021 Nielsen Consumer LLC. All Rights Reserved.

Total Stock / Share

Forward stock Reserve stock