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Advisor(s)
Abstract(s)
O processo de Gestão de Categorias (GC) possui como objetivo principal aumentar a rentabilidade das categorias segundo as necessidades dos seus consumidores. Desta forma, poderá ser entendida como uma ferramenta estratégica que permite gerar valor para as empresas (Buckingham, 1993).
Uma vez que o presente trabalho teve como objeto de estudo a Sonae MC, interessa aqui evidenciar a pertinência da gestão de categoria no mundo do retalho alimentar. Neste sentido, salienta-se a gestão de categoria para retalhistas, sendo que a Sonae MC procura rentabilizar as suas categorias de acordo com as necessidades dos seus consumidores.
A negociação na Sonae é feita pelo gestor de categoria, o que lhe ocupa bastante tempo, e desta forma deixa de ter o verdadeiro propósito de um “Gestor de Categoria”, que é dedicar-se à análise e rentabilização da sua categoria e gerir as suas equipas de forma a conseguir implementar os seus objetivos na sua categoria como uma “unidade de negócio”. Assim emerge a necessidade de uma equipa especializada que o apoie.
Apesar do esforço da Sonae MC em disponibilizar uma ferramenta de apoio à negociação, para que os gestores de categoria e os diretores de unidade de negócio (DUN) possam analisar e negociar de forma eficaz a sua categoria e unidade de negócio, é sabido que nem todos os gestores de categoria sabem da existência da folha de apoio à negociação (FAN), ou acham que esta ferramenta não corresponde à realidade do negócio. Deste modo surge a necessidade de desenvolver ações formativas internas ao público-alvo de interesse de forma a terem conhecimento sobre a ferramenta e a possibilidade de a melhorar.
Face à relevância da temática, o estágio desenvolvido permitiu-nos verificar a aplicabilidade da GC no retalho alimentar, nomeadamente na empresa Sonae MC na área comercial. Desta forma, podemos afirmar que a GC permite às empresas o aumento da competitividade e a diferenciação. Além destas vantagens, a GC permite uma oferta mais adaptada às necessidades de cada consumidor apresentando-se, por isso, como uma mais-valia para as empresas que a utilizam.
The Category Management (CM) process has the main objective to increase the profitability of the categories according to the needs of its consumers. Thus, it may be understood as a strategic tool to generate value for companies (Buckingham, 1993). The main goal of this paper was to study the Sonae MC, mainly the relevance of CM in the world of food retail. Notwithstanding, it emphasizes the category management for retail, while Sonae MC seeks to monetize their categories according to the needs of its consumers. Negotiations at Sonae MC are made by the category managers, which occupies a large portion of their time, and thus removes the “Category Manager” from its real purpose, which is to analyze and monetize its category and to manage its teams therefore they are able to implement the objectives previously set for the category in question as a "business unit". Thus emerges the need for a specialized team to support the MC. Despite the Sonae MC effort to make available a support tool to each negotiation, so that the category managers and the Business Unit Director can analyze and negotiate effectively their categories and business units. It is known that not all category managers know of the existence of the FAN tool or find that this tool does not match the reality of the business. In this context there is a need to develop internal training activities for the employees’ in order to increase awareness about the tool and the capacity to add value to it. Taking into the relevance of the thematic, the curricular internship developed allowed us to verify the applicability of CM in food retail, particularly in Sonae MC company in the commercial area. Hence, we can say that the CM allows companies to increase competitiveness and differentiation. In addition to these advantages, the CM allows a supply better suited to the needs of each consumer, so it proves itself to add value for the companies that use it.
The Category Management (CM) process has the main objective to increase the profitability of the categories according to the needs of its consumers. Thus, it may be understood as a strategic tool to generate value for companies (Buckingham, 1993). The main goal of this paper was to study the Sonae MC, mainly the relevance of CM in the world of food retail. Notwithstanding, it emphasizes the category management for retail, while Sonae MC seeks to monetize their categories according to the needs of its consumers. Negotiations at Sonae MC are made by the category managers, which occupies a large portion of their time, and thus removes the “Category Manager” from its real purpose, which is to analyze and monetize its category and to manage its teams therefore they are able to implement the objectives previously set for the category in question as a "business unit". Thus emerges the need for a specialized team to support the MC. Despite the Sonae MC effort to make available a support tool to each negotiation, so that the category managers and the Business Unit Director can analyze and negotiate effectively their categories and business units. It is known that not all category managers know of the existence of the FAN tool or find that this tool does not match the reality of the business. In this context there is a need to develop internal training activities for the employees’ in order to increase awareness about the tool and the capacity to add value to it. Taking into the relevance of the thematic, the curricular internship developed allowed us to verify the applicability of CM in food retail, particularly in Sonae MC company in the commercial area. Hence, we can say that the CM allows companies to increase competitiveness and differentiation. In addition to these advantages, the CM allows a supply better suited to the needs of each consumer, so it proves itself to add value for the companies that use it.
Description
Keywords
Retalho alimentar Categoria Gestão de categorias Estratégia Negociação Food retail Category Category management Strategy Negotiation