January 19, 2011 Posted by: John Maller
Social commerce should connect with e-commerce and retail. We all know that. But here is a great example of how it’s done. Amazon has invested in LivingSocial. For those of you know who have not heard about LivingSocial, it’s like Groupon… they just make less noise. LivingSocial offer deals per day in multiple cities for restaurants, bars, spas, comedy clubs, sporting events, theaters, classes….etc. continue reading »
April 8, 2010 Posted by: John Maller
Walmart’s (formerly Wal-Mart) announcement of a SKU rationalization project contained in this year’s 10-K filing with the Securities and Exchange Commission confirms the importance of this initiative for all retailers. In SKU (Stock Keeping Unit) rationalization, a retailer examines the profitability of items and vendors as a whole. When done in a linear fashion it results in lost sales and bringing back the SKUs.
SKU rationalization projects look for “What items are bought together” so that retailers and distributors can improve assortment planning. As shoppers, we all know that we buy items in groups. It is the job of the retailer to figure out what kind of stuff we buy together, so that they can optimize their assortment planning. Simple example – If I cannot buy both bagels and cream-cheese at the same time, I will go to a store where I can find it!
SKU Classification Based on Frequency of buys and Product Relationships
SKU analysis for assortment planning is based on two key metrics:
- The frequency of buys. This is a metric that measures true popularity of an item based on how often customers buy this product. For measuring popularity, it is better metric than volume as it is not skewed by one-time large volume purchases by a few customers.
- How often this item is bought with other items. This metric is a measure of how strongly correlated this item is with other items that you sell. If an item is always purchased with another item (like bagels and cream-cheese), it is very important to know the “often bought with” items, and ensure that they are stocked together and in the right proportions. Not having one item from a basket of high affinity products will result in loss of the customer.
These two metrics also apply for Amazon-esque suggestive selling for online sales. Items that have high correlation with other items are candidates for suggestive selling, up-selling, cross-selling and add-ons. For example, this would be a way to detect that cables, cartridges and paper that are bought with a particular printer. So when that printer is bought, you can automatically suggest the other items as add-ons. (Not to get too technical here, but the suggestions are not symmetrical. So – you cannot suggest a printer when a customer buys paper!)
The implications of these product relationships cannot be emphasized enough on your merchandising strategy and your supply chain planning. Manufacturers, distributors and retailers struggle to manage thousands of SKUs. This SKU classification presents a methodical approach for assortment planning to maintain the most profitable portfolio.
SKU Categorization For Merchandising, Up selling and Cross selling
The second chart presents a more detailed discussion of the SKUs based on frequency of buys and affinity with other products. (Affinity simply means “this items sells with that”. )
I - Items that have low-frequency/ high correlation are important to detect. These are trouble-maker SKUs. As companies goes though SKU rationalization projects, these items often end up on the chopping block, only to brought back again because they caused lost sales. These items are difficult to identify and there is a need for sophisticated analytics to easily identify these items.
II – Items that are bought in high quantities, but always with other items are great candidates for merchandising and bundling. They are a natural for creating sales lift and revenue lift. It is often counter-intuitive, but your #1 top seller may not be in the #1 pair of top selling items. That is why linear analysis of the SKUs based on volume or frequency results in incorrect merchandising.
III – The low frequency/ low correlation items are the targets for SKU rationalization projects. However, these items are very difficult to identify. Hence SKU projects typically end up cutting the wrong SKUs. We call these items Low-Loners. If you are a distributor, you do not want to carry these items. They are perfect candidates for drop-ship.
IV – Items that sell in high frequency, but usually on their own, require high service levels. We call these Hi-Loners. Examples of these items are cigarettes and gas at a convenience store. And by the way, beer also falls in this category. And please do not believe the beer and diapers myth! It is a myth!
The challenge with SKU management is that companies make decisions based on product relationships from hear-say, industry veterans or tribal knowledge. I think that’s how the beer-diapers myth was started! Across thousands of SKUS, and with fast changing demand patterns, this results in errors, and not a sustainable process for assortment planning and SKU management. There is too much at stake to base a companies sales and revenue on hear-say.
As SKU management is getting a lot of attention, there is need for robust solutions based on real customer buying behavior, to help companies maintain their SKUs on an continuous basis. The value is high sales, higher margins and improved customer service.
Comments Off
September 8, 2009 Posted by: Roy Marsten
The Amazon recommendation engine has received a lot of attention and imitation. It has been successful at increasing sales by pointing out that people who bought book x also bought book y. This simulates a helpful book store employee who has an extensive mental map of how books relate to each other. Recommendations have been most successful for books, movies, and music. Companies that sell complex configurable products could also benefit from a system of automated recommendations. Products like trucks, tractors, computers, lighting fixtures, valves, and industrial fans. These are products that the buyer can customize to his own preferences or needs. The buying process is complex, and sales agents make recommendations, just like the book store expert. But many of these products are far more complex than books.
How is a book different from a truck? Could a recommendation engine for books be used to recommend trucks? The purpose of this note is to consider the ways in which the two cases are similar and different, and to explore what a recommendation engine for configurable products might look like.
Books and trucks can both be described in terms of attributes (also called features or characteristics). Books can be described by their genre, author, language, and publication date for instance. Trucks can be described by their engine, transmission, wheelbase, gross vehicle weight, and many other attributes. Books, movies, and music can be classified in sufficient detail with ten or fewer attributes, while configurable products usually have a lot more. Heavy-duty trucks can have anywhere from 30 to 300 attributes. For books, the attributes are used to classify existing books. For configurable products, each attribute represents a choice for a customer who is ordering the product. Each attribute has several alternative options, so an order is really a list of option choices.
Amazon uses attributes to let customers search for a book, but the recommendation engine does not use them. The recommendation engine remembers each customer’s purchase history. For example, Joe has already bought “War and Peace” and “Crime and Punishment”. When he buys “The Sound and the Fury”, a connection is made between “The Sound and the Fury” and “War and Peace”, and another connection is made between “The Sound and the Fury” and “Crime and Punishment”. More accurately, the weights of these connections are increased. The connection between “The Sound and the Fury” and “War and Peace” depends on the number of customers that have bought both books. Commonality depends on common purchase by individual customers.
One big difference between books and trucks is that an individual will buy many books, but is unlikely to buy many trucks. So the basis for the connections between trucks can’t be the common purchases of individual buyers.
Another difference is that only books that have already been written are of interest. No customer is looking for a book that hasn’t been written yet, and you certainly can’t recommend one. But because of the very large number of choices, a buyer who is customizing a truck may arrive at a configuration that has never been built before. So our recommendation system must be able to accommodate trucks that don’t exist yet.
The helpful book store employee will jump from one book to another book that his customer might like. When we look at the helpful sales agent, he is doing something quite different. Based on the first, and usually most important, choices that the buyer makes, he will suggest ways of completing the order. The buyer may really only care about 10 of the 30 choices, and want guidance on what else to choose. The book store employee jumps from one complete item to another complete item. The sales agent is finding a path from a partial order to a complete order.
So we have an initial set of requirements for a recommendation engine for configurable products. It must help a buyer who has made some choices to make additional choices, so as to arrive at a complete order. From the seller’s point of view, we would want these recommendations to guide the buyer toward items that are advantageous. This might mean popular, in stock, and/or profitable. Its concept of the product (e.g. truck) must be broad enough to encompass configurations that have never been built before, and its concept of commonality must be based on something other than common purchases.
To show one way this might be done, consider a different way of making connections. When a customer buys a red truck with a V-8 engine, he is making a connection between red, a value of the Color attribute, and V-8, a value of the Engine attribute. So the customer’s vote is not recorded as a connection between two complete trucks, but as a connection between two attributes. More precisely, it is recorded as a connection between two values, or options, of the two attributes.
When a customer buys a truck with n attributes, we will record his “vote” n times, once for each of the options he has chosen. Then we will also record it nC2 more times for each pair of options. The symbol nC2 stands for the number of different pairs of attributes there are, and can be computed as n*(n-1)/2. For example 10C2=45. The relative popularity of the different pairs of options (like red and V-8) tells us something about how customers are buying the product, and gives us a different basis for making recommendations. (If you want pineapple on your pizza, you probably want Canadian bacon.)
If pairs of options are interesting, then so are triples of options. The same customer vote can be recorded for nC3 different sets of three options (10C3=120). Every option of every attribute has its own popularity (i.e. number of votes). Expressed as a fraction of total units sold it is known as a first-order take rate. Every pair of options also has a popularity, and as a fraction is defined as a second-order take rate. Similarly, each triple has a third-order take rate. Of course we can also define fourth, fifth, and higher-order take rates.
If customer purchases (votes) are recorded in this way, then we will have captured the buying patterns in the form of first, second, third, and higher-order take rates. A new customer who begins to select the options that are important to him will trigger these patterns, which will then serve as the basis for recommending a complete truck. So we see that two complete trucks may be related because they both contain instances of the same fifth-order take rate. This can be true even if neither truck has ever been built before.
We conclude that a recommendation engine for configurable products could be built by mapping customer purchases into a structure of take rates that record the relative popularity of options, pairs of options, triples of options, and so forth.
Comments Off
August 20, 2009 Posted by: John Maller
Lane Strategy
It amazes me how sophisticated companies are getting with their supply chains. The recession has forced even more sophistication. As a way to weather the storm, companies are segmenting their supply chains to manage demand volatility better. I was talking to Jack Becker, VP of Supply chain for an electrical goods company, who described this as “3 lanes on the highway”. We just call it the “Lane Strategy”.
The fastest lane is the stuff that customers buy a lot of, and we build often. The middle lane is slower stuff, tends to be more configurations. The slow lane is the one-offs and custom builds. The key thing to remember is that the segmentation is demand driven, based on what customers are buying, and what is moving through the supply chain.
The key success factor for the lane strategy is to have a method to convey the lanes to the sales reps and distributors. Sales is the “mouth of the beast”, and it drives volatility and cost through the supply chain.
“We have had numerous attempts at trying to create a segmented supply chain ”, Jack said. “However, the sales guys will sell whatever is easiest to sell, and what they know to sell. So we had to device a way to make it easy on them to sell what we wanted the customers to buy.” Success finally came when Jack implemented a sales tool that would recommend configurations to the sales reps, and color code based on availability and the Lane Strategy.
“We offer a configurable product. Our biggest opportunity is that customers do not fully specify what they want. They just specify a few features they want, and leave the rest to the sales rep. They want the sales rep to recommend a good choice. Like we see on Amazon e-store…. But we are not selling simple stuff like books. Everyone on our team talked and agreed about an “Amazon like strategy”, and we knew that we needed sophisticated tools to accomplish that for our products, which are highly configurable. However – if our sales reps could recommend a few configurations at the point of sale, it is a win-win”.
“Supply chain folks typically think about the supply side of the equation. The key to success for a demand driven supply chain is managing the demand at the point of sale. Recognizing this opportunity and leveraging it has been the biggest key to our success!”
Emcien offers a product mix optimization solution that is a sustainable solution and process for the lane strategy.
More details on the execution of this strategy in the next blog….
Comments Off