Hype Cycle for Consumer Goods, 2006


Analyst(s): | | | | | | |

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Growing global opportunities and increasingly competitive pricing pressures require consumer goods companies to respond rapidly to both opportunities and threats. IT must support this environment with applications providing real-time awareness and insight across all essential enterprise partners.

Table of Contents

  • Analysis
    • 1.0 What You Need to Know
    • 2.0 The Hype Cycle
    • 3.0 The Priority Matrix
    • 4.0 On the Rise
      • 4.1 Incentive Compensation Management
      • 4.2 Integrated Demand and Replenishment Planning
      • 4.3 Product Information Management
      • 4.4 Partner Relationship Management
      • 4.5 RetailLink Management Applications
      • 4.6 Inventory Strategy Optimization
    • 5.0 At the Peak
      • 5.1 Marketing Resource Management
      • 5.2 Vendor-Managed Inventory (Analytics-Based)
      • 5.3 Price and Promotion Management and Optimization
      • 5.4 Compliance Solutions
    • 6.0 Sliding Into the Trough
      • 6.1 Case-and-Pallet-Level RFID Tagging
      • 6.2 Global Data Synchronization
      • 6.3 Product Life Cycle Management
      • 6.4 Global Visibility for TMS
      • 6.5 Capable-to-Promise Systems
      • 6.6 Category Management
      • 6.7 Sales and Operations Planning
    • 7.0 Climbing the Slope
      • 7.1 Collaborative Planning
    • 8.0 Entering the Plateau
      • 8.1 Retail Execution/Monitoring
      • 8.2 Trade Promotion Management
    • 9.0 Off the Hype Cycle
    • 10.0 Appendices
      • 10.1 Previous Iteration of the Hype Cycle
      • 10.2 Hype Cycle Phases, Benefit Ratings and Maturity Levels
  • Recommended Reading
© 2006 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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