Hype Cycle for Consumer Goods, 2010

G00205253

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Summary

With limited budget for technology investments, consumer goods manufacturers are looking to optimize promotional spending, ensure execution and product availability at the retail level, and better predict uncertain consumer demand. This will yield quantifiable benefits in the short and long term.

Table of Contents

  • Analysis
    • What You Need to Know
    • The Hype Cycle
    • The Priority Matrix
    • Off the Hype Cycle
    • On the Rise
      • Retail Execution Optimization
      • Digital Couponing
      • Intelligent Image Interpretation
      • In-Store Monitoring
      • Promotion Execution Monitoring
      • Assortment and Space Optimization
      • Climate-Driven Forecasting
      • Marketing Mix Modeling
      • Track and Trace
    • At the Peak
      • Demand Signal Management
      • Master Data Management
    • Sliding Into the Trough
      • Trade Promotion Optimization
      • Partner Relationship Management
      • Inventory Strategy Optimization
      • PLM for Packaged Food, Beverages and Personal Care Products
      • Trade Promotion Management (C&SI)
    • Climbing the Slope
      • PLM for Apparel, Footwear and Accessories
      • Category Management
      • Sales and Operations Planning
      • PLM for Durable Consumer Goods
      • Business Consulting Services
    • Entering the Plateau
      • Retail Execution and Monitoring
      • Trade Promotion Management
    • Appendixes
      • Hype Cycle Phases, Benefit Ratings and Maturity Levels
  • Recommended Reading
© 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Reproduction and distribution of this publication in any form without prior written permission is forbidden. The information contained herein has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Although Gartners research may discuss legal issues related to the information technology business, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. The opinions expressed herein are subject to change without notice.

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