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Revised 9/29/11
This report was originally issued on 9/07/11. Subsequent to the original release Catalina identified a minor data issue affecting a subset of stores in one retailer whose data were used in this analysis. The stores impacted account for less than 2% of all of the stores contributing data to the analysis. Addressing these issues had no material effect on the overall conclusions of the study. However these corrections did affect the "Top 5/Bottom 5" rankings found on page 4. As a result Catalina has published this revised analysis.
EXECUTIVE
Summary
How are leading CPG brands performing in todays difficult economy? The answer is mixed. Our data shows that, as a group, the Top 100 Brands within the Catalina Network grew only slightly during a 52-week period ending mid-year 2011. Our findings also show that revenues could have increased far more significantly had brands held onto their loyal consumers. For the average brand, the lost opportunity due to loyalty declines and defections was over five times greater than its growth in sales.
average Top 100 Brand managed to increase revenues by 1.5 percent during the 52-week period ending at the start of July 2011, that growth rate could have been much greater had they held onto their highly loyal consumers from the previous period. In fact, the lost opportunity due to reduced loyalty and defection was equal to 8.5 percent of total revenues for the average brand, or over five times greater than the average revenue increase.
8.5%
1.5%
Revenue Gain for Average Brand Lost Opportunity for Average Brand
Source: Sample of the Catalina Network, spanning about 21,000 Food, Drug, and Mass stores. Although this does not include all Retailers and Stores, conclusions are generally in line with national network results.
PG / 2
years of purchase behavior by your consumers, Catalina can predict which of your high-value consumers are most likely to reduce loyalty or defect, and then reach those buyers with relevant messaging and offers that will keep them returning to your brand. Catalina can even successfully drive your best consumers to join online loyalty and social programs. By turning around potential defection through customized campaigns that reach your most important loyal consumers, brands can actually increase purchase frequency and size. To learn more about how Catalina can help you acquire, maximize and retain loyal, high-value consumers, call 1-877-210-1917.
METHODOLOGY
The 2011 Mid-Year Performance Review looks at the sales and loyalty performance of the Top 100 Brands from a sample of the Catalina Network that spans across 21,000 food, drug, and mass stores. Although this does not include all retail stores, the conclusions in this report are generally in line with national network results. Catalina's total U.S. network includes more than 26,000 retail grocery, drug and mass merchant stores, with access to the purchasing behaviors of approximately 90 million American households. The study examines revenue and loyalty changes between two 52-week periods. The first period ends July 4, 2010, and the second ends July 3, 2011. Highly loyal consumers were defined as those who made 70 percent or more of all category purchases with a single brand during the first 52-week period. Loyalty reductions and total brand defections were tracked among these consumers during the second 52-week period. Shoppers must have purchased within the category in both 52-week periods to be included in loyalty calculations.
PG / 3
FIG. 2
0.5%
$41.3
$41.5
Source: Sample of the Catalina Network, spanning about 21,000 Food, Drug, and Mass stores. Although this does not include all Retailers and Stores, conclusions are generally in line with national network results.
FIG. 3
100%
55%
Defectors 20%
June '09 - June '10
*Shoppers must have purchased with the category in both 52-week periods to be included in loyalty calculations. Highly loyal is defined as shoppers who make 70% or more of all category purchases with a single brand.
Source: Sample of the Catalina Network, spanning about 21,000 Food, Drug, and Mass stores. Although this does not include all Retailers and Stores, conclusions are generally in line with national network results.
PG / 4
FIG. 4
6.2M Shoppers
78%
1.6M Shoppers 0.4M Shoppers -$17.40 Spend
13%
9%
0.4M Shoppers -$18.70 Spend
35.0%
$7.9
4.0%
Coffee Brand
68%
2.6M Shoppers
17%
1.0M Shoppers -$10.69 Spend
16%
0.8M Shoppers -$8.64 Spend
16.0%
$13.6
6.8%
59%
23%
1.2M Shoppers -$5.58 Spend
18%
1.0M Shoppers -$7.76 Spend
14.9%
$18.2
8.5%
Butter Brand
65%
0.4M Shoppers 0.9M Shoppers -$4.92 Spend Change
20%
0.8M Shoppers -$5.25 Spend Change
16%
14.8%
$14.2
6.2%
Candy Brand
11.5%
$8.7
4.0%
FIG. 5
0.6M Shoppers
28%
7.4M Shoppers
31%
41%
2.9M Shoppers -$12.46 Spend 1.0M Shoppers -$13.13 Spend
(16.3)%
$15.1
9.4%
65%
2.2M Shoppers 1.5M Shoppers -$10.90 Spend
26%
9%
1.0M Shoppers -$11.17 Spend
(9.1)%
$49.9
11.5%
47%
31%
1.7M Shoppers -$6.54 Spend
22%
1.6M Shoppers -$8.35 Spend
(7.3)%
$27.5
8.4%
Oatmeal Brand
75%
4.0M Shoppers 1.5M Shoppers -$19.88 Spend
13%
12%
0.9M Shoppers -$19.43 Spend
(6.2)%
$24.0
11.7%
14%
(6.2)%
$46.0
8.9%
PG / 5
FIG. 6
32%
40%
44%
46%
Competitive Purchases
Source: Sample of the Catalina Network, spanning about 21,000 Food, Drug, and Mass stores. Although this does not include all Retailers and Stores, conclusions are generally in line with national network results.
FIG. 7
Alcohol Bakery Beverage Candy Dairy Frozen Produce Refrigerated Shelf Stable Snacks
4 5 14 2 7 9 2 10 11 9
$25,031,447 $12,859,171 $27,352,931 $10,632,921 $31,996,649 $27,105,496 $35,198,313 $19,852,958 $22,510,767 $22,754,100
6% 5% 7% 5% 8% 9% 9% 8% 8% 8%
50% 56% 37% 82% 43% 45% 29% 47% 43% 53%