Category Development Center Handbook
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How to use this handbook:
After identifying the competency(s) that you will need to work on, click on the link of the competency on page 15
Set S.M.A.R.T Goals, discuss with your supervisor and check in frequently on your progress
Take the classes recommended per your competency level (foundational, advanced, or mastery)
Use the resources and references to help supplement your learning
Work with the Subject Matter Experts (SMEs) and your supervisor for coaching and guidance
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Handbook Key:
Returns to the Table of Contents
Links to external site for more information
Reading & Extra Resources
Subject Matter Experts
Notes
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Table of Contents
Career Paths/Roles and Responsibilities
Our Purpose – Ahold Delhaize
• Writing a good IDP • SMART Goals • Coaching • GROW Model • Goal Sheet Supervisor Coaching Kit
Commercial Evolution Vision
Category Management Development Center Overview
• IDP Session • Calibration • Category Manger Certification
• Tips & Tricks for Learning Online Maximize Learning Online
Accessing IRI e-Suite
My Leadership Journey
• Course Information • Recommended Online Learning Sites Course Descriptions
Category Competencies
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Competency Role Linkage
Submit Feedback/Suggestions
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TRUSTED PARTNERS IN RELENTLESS PURSUIT OF SUSTAINABLE, LEADING-EDGE, OMNICHANNEL EXCELLENCE.
6 COMPANY CONFIDENTIAL > DO NOT SHARE WITH VENDOR PARTNER
7 COMPANY CONFIDENTIAL > DO NOT SHARE WITH VENDOR PARTNER
LEAP is our L earning Lab designed to drive E fficiencies through shared best practices, A ccelerating ADUSAs market advantages by leverage P artnership Behaviors.
The goal of LEAP is to leverage one category, Paper & Laundry, as a learning opportunity to understand key commonalities and differences across the local brands inclusive of tools, processes, decision paths, etc. while fostering cross brand relationship building and personal growth opportunities.
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Category Management Development Center Overview
Click on the section for more information
Leadership Development Discovery Insights Process (LDDI)
Category Manager Certification Process
Calibrati on*
IDP Session
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*Calibration is completed by Supervisor and/or CMP leaders
Calibration
Goal Setting
Evaluation
Calibration
The process through which consensus is reached on an associate's performance, potential and development opportunities. During this phase, all managers should have entered their ratings for their associates, and everyone is locked out of REVIEWS, until HR completes these calibrations.
Through Calibration, HR and your Leadership team will determine which candidates are High Protentional, Potential, Performing Role, Needs Guidance.
Candidates who are determined start the LDDI process:
• Will be considered “on the bench” for the next role* • Identify stretch assignments that will allow the associate to grow within areas of development Stretch assignments will be incorporated in their enhanced IDP
• The enhanced IDP will also incorporate developmental opportunities identified through LDDI process
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IDP Session
Developing an Individual Development Plan & Support
IDP Session
How are you currently doing in your present role?
• Are you getting the job done? • Where are you rating in your functional capabilities? • Are you meeting unforeseen expectations? • Do you hold steady under pressure? • Remember Performance = Results + Behavior
• Individual: for the individual by the individual (with support of the organization) • Development : focus on building capabilities (leadership & technical) to meet success requirements • Plan : an associate driven, ongoing process based on interactions and accountabilities
What leadership capabilities are you showcasing?
• What could use a little improvement? • How could you showcase these more across the organization? (reaching past your department or functional area?
Where do you want to go?
• Where is your passion? In your current functional area or elsewhere within the organization? • What new skills (technical and soft skills) will you need to be improved your efficiency within?
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Individual Development Plan Learning & Development Model
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Leadership Development Discovery Insights Process (LDDI)
Category Associates that have completed Category Manager Certification Program
Who
Category Manager Assessment Process Tools leveraged will be: • Leadership Journey 360 survey • Individual Style Profile • Discovery Insights • Education via online learning & coaching • Testing for Certification through TPG Functional interviews to be completed by a leadership panel • Category competency model* to be used to finalize interview questions
Process Details
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Category Manager Certification Process
Certification is critically important to the success of category management, especially when we consider the rapid changes occurring in our industry. It is essential that we all speak the same language, have a common understanding of the benefits to all parties for certification and the standards are clear.
Why
Associate is level set by taking competency courses (in-person, TPG, and coaching)
Process Details
Through TPG the following are required: • Certification at the Foundation Level (13 courses) • Certification at the Advanced Level (14 courses) • Certification at the Mastery Level (14 courses)
After testing, TPG will provide results (including certificate and logos)
TPG will maintain the certificate of record indefinitely, but certification is to be renewed annually
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Click Here for More Info
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Category Management Competencies LEAP Team
17 COMPANY CONFIDENTIAL > DO NOT SHARE WITH VENDOR PARTNER
Category Management Functional Competencies
Analysis & Insights Developing actionable insights based on an analysis of information and research, which can serve as the basis for decision making, strategy creation and initiatives/solutions Collaborative Partnerships Ability to create internal and external cross-functional relationships that enable the development of beneficial solutions eCommerce & Omnichannel Expertise Using Category eCommerce assortment, digital marketing and pricing tactics to capture online demand as a key part of a fully integrated, omnichannel commercial plan to drive the best customer experience and our strategy Financial & Business Acumen Ability to understand and apply knowledge of Local Brands and supplier business financial drivers, practices and concepts to develop ideas/solutions which produce desired sustainable results In-Store & Digital Shelf Management & Merchandising Ability to understand, create, and implement consistent in- store and digital merchandising and shelf management initiatives, utilizing related tools to support Local Brand's strategies and direction Internal & External Communication & Documentation Ability to communicate with internal partners and external suppliers across functions; communication may be oral or written including formal presentations and required documentation
Negotiation Ability to gain alignment between internal and external parties, while achieving positive business results Pricing & Promotion Ability to understand, develop, and implement pricing and promotion initiatives that support the Local Brands pricing strategy Product Development & Assortment Ability to develop and/or implement product development and assortment initiatives across all retail formats (On-Line & In- Store) to drive desired business results Strategic Business Planning Ability to, develop and implement comprehensive Category Leadership Solutions, including facilitating tactics and plans that deliver Local Brand's strategy Forecasting, Replenishment & Supply Chain Ability to understand, apply and integrate knowledge of Local Brands supply chain capabilities, policies and industry trends to optimize performance Systems & Technology Knowledge and utilization of systems and tools to enable execution of strategies and objectives
18 COMPANY CONFIDENTIAL > DO NOT SHARE WITH VENDOR PARTNER
F (Foundational) A (Advanced) M (Mastery)
Center Store Competency-Role Linkage
19 COMPANY CONFIDENTIAL > DO NOT SHARE WITH VENDOR PARTNER
Analysis & Insights
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Developing actionable insights based on an analysis of information and research, which can serve as the basis for decision making, strategy creation and initiatives/solutions Analysis & Insights
21 COMPANY CONFIDENTIAL > DO NOT SHARE WITH VENDOR PARTNER
Analysis & Insights
Developing actionable insights based on an analysis of information and research, which can serve as the basis for decision making, strategy creation and initiatives/solutions
Accesses general consumer, shopper, market and product information and uses in day-to-day work Managing and Analyzing Data in Excel (LinkedIn learning) Business Analytics (Coursera) Data Analysis Essentials (Udemy) $
Foundation
Advanced Translates data and information into successful initiatives
Presenting Data Visually (The Presentation Company-schedule through CI&T) $$ Influencing with Visuals (The Presentation Company) $$ Root Cause Analysis (RBS Learning Services) Advanced Business Analytics (Coursera) TPG- Consumer and Shopper Analytics and Actionable Insights Uses insights to develop strategies which anticipate changes in the marketplace Strategic Business Analytics (Coursera) Communicating Business Analytics Results (Coursera)
Mastery
Micro Masters in Business Analytics (edX-Columbia University) $ Business Analytics From Data to Insights: Executive Education (Wharton UPENN)$$ IRI- Data Detective Session $$
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Reading/References
Data Analytics Made Accessible, A. Maheshwari
If you’ve just started to learn about data, or if you’re not quite sure how it works— this book offers a wealth of information. Data Analytics Made Accessible breaks down data analysis into an easy to follow, digestible format. By offering real-world examples (instead of complex hypothetical situations), readers at any skill level will be able to pick up this data analytics book and follow along to learn the basics. This resource is so well-received that several universities have included it in the required reading for many analytics courses. Too Big To Ignore: The Business Case for Big Data, P. Simon Whether you’re skeptical about or intrigued by business uses for big data, this is the go -to big data book. The author does an incredible job of examining and laying out how businesses and even local governments are using big data to their advantage. With several case studies and quotes from big data professionals all over the world, Too Big To Ignore: The Business Case for Big Data is a must-read for anyone entering the field. Readers will gain valuable insight on turning data into intelligence, and intelligence into something actionable. Developing Analytic Talent: Becoming a Data Scientist, V. Granville By reading this book, you will learn how to develop detailed analytics that can help you meet business goals. The author explores the more intricate aspects of data science, the required skills and how to acquire them. You will be able to explore the skills that employers are looking for and understand how the growing demand for big data has furthered the demand for data professionals. This in-depth book includes job interview questions, sample resumes, salary surveys and examples of job postings. Readers can also explore case studies that explain how data science is utilized on Wall Street, in botnet detection, in digital advertising and more.
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Reading/References
Retail Analytics: The Secret Weapon
Retailers collect a huge amount of data, but don't know what to do with it. Retail Analytics not only provides a broad understanding of retail, but also shows how to put accumulated data to optimal use. Each chapter covers a different focus of the retail environment, from retail basics and organization structures to common retail database designs. Packed with case studies and examples, this book insightfully reveals how you can begin using your business data as a strategic advantage.
Storytelling with Data
Storytelling with Data teaches you the fundamentals of data visualization and how to communicate effectively with data. You'll discover the power of storytelling and the way to make data a pivotal point in your story. The lessons in this illuminative text are grounded in theory but made accessible through numerous real-world examples — ready for immediate application to your next graph or presentation.
HBR Guide to Data Analytics Basics for Managers
Today's business environment brings with it an onslaught of data. Now more than ever, managers must know how to tease insight from data--to understand where the numbers come from, make sense of them, and use them to inform tough decisions. How do you get started?
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Case Study: Insights & Analysis Foundation Level
Using your Period Business Review for your category, review the data & identify key successes & opportunities in the Category.
What Vendor(s) are performing well and why?
How is the Category doing v. the ROM?
Identify 3 questions the data would make you want to know more?
What are the opportunity areas and why?
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Case Study: Insights & Analysis Advanced Level
Based off the insights within the foundational level case-study and the questions provided. What are some action steps & a strategy you can do to help solve for the opportunity areas and answer the questions:
Question 1:
Answer/Solution:
Question 2:
Answer/Solution:
Answer/Solution:
Question 3:
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Case Study: Insights & Analysis Mastery Level
After reviewing the e-Commerce (Loyalty Data) in your Period Business Review. Identify where there are opportunities to grow Loyalty. What strategies would you enforce to increase loyalty & spend? Also, with the eComm Basket Data, what strategy would you use to maintain Baskets & Pick-Up?
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Subject Matter Experts
Reach out to the following business areas or people for coaching or guidance within this subject.
BUSINESS AREA
CONTACT INFO:
Elise Kern Elise.Kern@delhaize.com Erin Murphy Erin.Murphy@IRInsights.com
IRI
Nancy Dumais Nancy.Dumais@hannaford.com
Shopper Loyalty
Nathan Jewel Melanie Daigle Jaime Michaud Nate Sprague Nate Spence Justin Turner Katie Wallace
Category SMEs
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Career Pathing: Ladder vs. Lattice
Career Ladder:
Career Lattice:
Moves into a position of higher responsibility skill and/or authority Straight career path within a certain industry
•
Career moves in any direction (upward, lateral, and/or downward) Provides career progression & exposure to various parts of the business Pros: increases knowledge & skill of multiple areas of the business Cons: may take longer to achieve career goals
•
•
•
Pros: specialize and focused career
•
Cons: can limit exposure and knowledge of other areas of the business
•
•
•
Career pathing is managed by the associate & coached by the supervisor. Forward career progression is not guaranteed and is the responsibility of the associate. Career paths are not the same for each associate.
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Center Store Category & Merchandising
Sr. VP CMP
Executive Admin
Leading the Organization Leading the Function
VP of Center Store
Leading Teams Leading Others Leading Self
Merchandising Director
Category Director
Merchandising Manager
Category Manager
Assistant Category Manager
Merchandising Specialist II
Field Merchandising Specialist
Merchandising Specialist I
eCommerce Specialist
Category Analyst
Pricing Analyst
Merchandising Coordinator
Category Assistant
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Center Store Category Manager
Position Summary: Responsible for producing a comprehensive and cohesive category strategy which successfully meets the needs of our customers and achieves category goals while supporting brand integrated business plans. Drive the day-to-day activities of a selling organization culture with a consumer-centric focus through Category, Merchandising and Pricing (CMP) responsibilities. Responsible for thought leadership and category expertise around trends and category innovation. Primary Duties and Responsibilities: • Manages performance for assigned category. • Responsible for all category financial & customer metrics • Responsible in stock position at the shelf (Service levels, inventory/days on hand, forecasting and seasonal impacts) • Responsible for talent planning, team development and performance management • Develops and executes customer-focused category plans that drives a selling culture. • Manages pricing for assigned categories and influences pricing strategy. • Subject matter expert for assigned categories. • Manages assortment and selection for assigned categories (i.e., final approval for all POG decisions) • Drives product innovation. • Responsible for Vendor negotiation and relationships • Develops and builds strong teams.
Competency
Level
Analysis & Insights
M
Collaborative Partnerships
A
eCommerce Acumen
A
Financial & Business Acumen
M
In-Store & Digital Management & Merchandising
A/M
Internal & External Communication & Documentation
A/M
Negotiation
M
Pricing & Promotion
A/M
Qualifications and Experience: • Bachelor’s Degree •
Product Development & Assortment
M
5- 8 years’ professional experience Proficient in Microsoft Programs
•
Strategic Business Planning
M
Preferred: • Working knowledge of relationship management with vendors, brokers, and third-party consultants • Negotiation experience • Master of Business Administration Degree (MBA) preferred Skills and Abilities: • Proven track record of taking on challenges and exceeding goals with the ability to work effortlessly across different functions. • Excellent written and verbal communication skills
Supply Chain
A
Systems & Technology
A
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Center Store Category Manager Career Path Map
Entry point: External, Retail, Assistant Category
Category Manager
Category Director
Manager, Assistant Merchandising Manager
Merchandising Manager
Merchandising Director
Various other roles can be viewed from the initial org chart
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Supervisor Coaching Kit
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Writing a Good IDP (Individual Development Plan) A good IDP should include the following:
Professional Goals and Aspirations You IDP should clearly state your goals (SMART Goals) and aspirations. The goals should have targeted dates and action steps in order to complete the goal. Strengths and Talents List your core competencies and specific knowledge, skills, and talent. Positive feedback is important and helps build confidence and readiness for new challenges. List each development area with a corresponding goal. For example if a development opportunity is “communication skills” the goal might be - take a public speaking course and gain more experience in public speaking. Development Opportunities Action Plans Action plans should be specific and achievable and connect to your goal. Example: take on more challenging tasks for my current role, complete a developmental class, etc.
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Smart Goals
(Specific, Sensible, Significant) S • Your goal(s) should be clear and specific. Ask yourself What do I want to accomplish? Why is the goal important? Who is involved? Where is it located? Which resources or limits are involved? M • Your goal(s) should be able to be tracked and keep you motivated. Assessing progress and keeping the goal measurable will help you meet your deadlines and feel closer to achieving the goal. (Measurable, Meaningful, Motivating) (Achievable, Agreed, Attainable) A • Your goal(s) should be attainable to be successful. It should stretch your abilities but also remain possible. When you set and achieved goal, you may be able to identity any overlooked opportunities or resources to get you closer to it.
(Relevant, Reasonable, Results-Based) R • Ensure the goal matters to YOU. It can align with other goals and you will get support to achieve your goal, but you must retain control over your goals.
(Time Bound, Time Limited, Time-Based) T • Every goal needs a target date so that you have a deadline to focus on and something to work towards. A time-bound goal, you should ask yourself: When? What can I do 6 months from now? What can I do 6 weeks from now? What can I do today?
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Essential Skills: Coaching Prior to coaching your associate, you need to utilize these four communication skills as the framework to your coaching & guidance. Click on each icon for quick learning sessions on each of the essential skills.
Tell Your Truth
Listen to Learn
Express Confidence
Inquire for Insight
Ask open-ended questions that draw out ideas
Build self-assurance and enthusiasm
Share relevant information and your story
Listen with intent Actively listen
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Source: Ken Blanchard Coaching Essentials
Coaching G.R.O.W Model Utilize the next pages for your initial discussions to help your associate goal set and support them. Click on the step for more information
R eality
G oal
W ay Forward
O pportunity
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Source: Coaching Culture
During the first stage of the process, the goal is the priority. Once a topic for discussion is agreed, specific outcomes and objectives should be discussed by the coach and associate. These may be short term goals, or – when appropriate, and a clear path to the outcome can be agreed – they may be long term aims. Goals should be SMART : Specific, Measurable, Accurate, Realistic and Timely. The goal should also be inspirational and positive..
Goal what do you want to do?
What do you want to achieve?
What does success look like to you?
How will you feel when you achieve this?
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During the second stage of the process, both coach and associate outline and discuss the current reality of the situation using a variety of different methods and techniques. The coach may invite the client to assess their own situation before offering advice or specific feedback on the current scenario and obstacles faced. The focus should be on the client, and the coach should be looking to identify potential in the situation, rather than problems. They should examine any assumptions made by the client with regards to their reality and outlook on future goals and discard any history or events that are irrelevant to the goals at hand.
Reality
where are you now?
How far do you feel from the goal?
What is standing in your way?
Provide feedback and guidance
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Once reality and all obstacles to current goals have been discussed, and irrelevant ‘pseudo - obstacles’ discarded, the options as to how to overcome current issues preventing progress should be examined. At first, the full range of options should be put-forward and discussed, predominantly inviting suggestions from the associate. The coach should ensure that at least some choices have been made with regards to overcoming obstacles.
Opportunity what could you do?
Who could help you achieve your goal?
What ideas do you have?
What information do you need and how do you acquire it?
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The final stage of the process is when the associate commits to decisive actions in order to move towards their goal. A plan is drawn up, with the coach guiding the ideas discussed by the mentee – including specific guidelines and timings in order to make achievable progress. Any potential obstacles that may be encountered during the process are identified and subsequent solutions are considered, including an outline of the support required throughout. Both coach and associate should remain flexible throughout the entire process and goals/actions may need to be altered to react to both positive or negative events.
Way Forward Clarify agreements and discuss accountability
What will you do to achieve your goals?
How and when will you do it?
Are there measures you need to put in place?
How can I help you through this?
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Goal Sheet-Example
Goals should be S.M.A.R.T (Specific, measurable, achievable, results-oriented, and time based).
To grow in my career, I need to improve my PowerPoint skills. By taking online classes and reviewing tutorials, I’ll improve my PowerPoint skills so that it only requires 25% of my work time.
Goal:
I received low marks on my ability to use PowerPoint at my last performance review. Improving my skills requires that I learn how to use PowerPoint efficiently and practice using it by creating various presentations. I’d like to be more proficient using PowerPoint in time for my next review in six months.
What do I want to accomplish?
Specific
By the time of my next review, I should be able to create presentations that incorporate graphs, images, and other media in a couple of hours. I should also be able to efficiently use and create templates in PowerPoint that my coworkers can also use.
What metrics will you use to meet the goal?
Measurable
Improving my PowerPoint skills is instrumental in moving forward in my career and receiving a better performance review. I can set time aside every week to watch PowerPoint tutorials and even enroll in an online class that can teach me new skills. I can also ask coworkers and my manager for PowerPoint tips.
How can the goal be accomplished?
Achievable
Is this a worthwhile goal?
Working with PowerPoint is currently 25% of my job. As I move up in the company, I’ll need to spend 50% of my time creating PowerPoint presentations. I enjoy my career and want to continue to grow within this company.
Relevant
How long will it take to accomplish this goal
In six months, I should be proficient in PowerPoint ensuring it only occupies 25% of my workload instead of the nearly 40% of the time it occupies now
Time-Bound
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Goal Sheet
Goals should be S.M.A.R.T (Specific, measurable, achievable, results-oriented, and time based).
To grow in my career, I need to improve my PowerPoint skills. By taking online classes and reviewing tutorials, I’ll improve my PowerPoint skills so that it only requires 25% of my work time.
Goal:
What do I want to accomplish?
Specific
What metrics will you use to meet the goal?
Measurable
How can the goal be accomplished?
Achievable
Is this a worthwhile goal?
Relevant
How long will it take to accomplish this goal
Time-Bound
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Maximizing Online Learning
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Tips & Tricks for Learning Online
TREAT THE COURSE LIKE A ‘REAL COURSE/CLASS’ Like a course you would take in-person: show up & be present. Allocate the time and space to fully focus on the class.
HOLD YOURSELF & OTHERS ACCOUNTABLE Set goals before starting the class. Determine what your goal is for taking the class and what you want to get out of the class. If you feel you may get distracted, ‘partner - up’ with someone virtually to take the class ‘together’. Schedule time with your partner to discuss the class & how you can apply it to your role.
PRACTICE TIME MANAGEMENT We are all busy and may not put online learning on the top of the to-do list. Schedule time to take the classes (even if half-hours 1x a week). Set reminders to yourself to complete any tasks. If you feel your day is too busy, schedule time earlier in the day to complete the course before your busy day. 45
Tips & Tricks for Learning Online
CREATE A SPACE TO FOCUS Set up an area where you can focus on the course and let your family or those around you know you need time to focus within a certain time on the course. Try to use noise-cancelling headphones to allow you to focus and listen on to the course.
ELIMINATE DISTRACTIONS Being virtual you will have a lot of distractions (dishes in the sink, dogs barking, your phone, etc.) and it’s important when learning online to find a spot where you can focus and not be distracted. Close out your email, chats, and applications that will keep you from focusing on the course.
LEVERAGE YOUR NETWORK Learning online you may feel alone but, you aren’t. Your peers and others will be taking or have taken the courses. Lean into them for insights, coaching & guidance. Ask questions and know you aren’t alone.
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Accessing IRI e-suite
https://iri.learn.com
Create an Account
Learn!
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Course Descriptions
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Course Information
Click on the title to go to the online course or
to get more information
Click the home button to return to the Table of Contents
If there is a cost to the course, work with your supervisor for approval
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Recommended Online Learning Sites: Click on the logo to go to the site:
These sites may require you to create a login/password
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Managing & Analyzing Data in Excel
Course Length/Time:
Level:
Foundational
2 hours 30 mins
Course Description:
Large amounts of data can become unmanageable fast. But with the data management and analysis features in Excel, you can keep the largest spreadsheets under control. In this course, Dennis Taylor shares easy-to-use commands, features, and functions for maintaining large lists of data in Excel 2019 and Excel for Office 365. He covers sorting, adding subtotals, filtering, eliminating duplicate data, working with tables, and using functions to isolate and analyze data. With these techniques, you'll be able to better manage your lists and extract the most important information from them, in the shortest amount of time.
Cost: Free
Course will require you to create a free account
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Business Analytics (Coursera.org)
Course Length/Time:
Level:
Foundational
5 Courses- 3 hours per week Customer Analytics Operations Analytics People Analytics Accounting Analytics
Course Description:
Business Analytics Capstone Project
This Specialization introduces big data analytics for all business professionals, including those with no prior analytics experience. You’ll learn how data analysts describe, predict, and inform business decisions in the specific areas of marketin g, human resources, finance, and operations, and you’ll develop basic data literacy and an analytic mindset that will help you make strategic decisions based on data. In the final Capstone Project, you’ll apply your skills to interpret a real -world data set and make appropriate business strategy recommendations.
Cost: Free
Course will require you to create a free account
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Data Analysis Essentials
Course Length/Time:
Level:
Foundational
11.5 hours
Course Description:
Confidently use the most crucial Excel functions and techniques for analysis Correctly use the appropriate charts in Excel Apply analysis techniques to datasets in Excel Manipulate and prep datasets in Excel Build presentation ready dashboards in Excel Create your own formulas in Excel Turn real world data into business insights in Excel
Cost: $14.99
Course will require you to create a free account
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Submit Feedback
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