随着互联网的发展和新零售的出现，食品行业的竞争日益激烈，制造商和零售商纷纷开始向品牌运营的方向发展，品牌商的竞争压力越来越大。品类管理可以最大程度地提高品牌商的销售额和利润额，它是品牌商实现ECR（高效的消费者响应）的关键。A公司作为国有企业存在着对市场反应速度慢的问题，导致其坚果品类产品的市场份额下滑严重。通过品类管理来优化A公司坚果产品的营销策略，借助产品组合提升A公司每日坚果产品的销售额和市场占有率至关重要。但目前国内外对品类管理的研究多以零售商视角展开，针对品牌商的品类管理研究存在空白。

品类管理是贯穿于产品研发及产品营销各个环节的管理方法，在梳理品类管理理论应用基础上，对A公司经营情况进行诊断，运用ABC分类法将A公司四大品类及子品类进行分类，构建品类角色矩阵，采用产品价格带分析和产品功能性分析等方法，分析并计算SKU数量占比及销售额占比，据此评估产品价值。

经研究，A公司坚果品类营销的问题可归纳为两类，分别是品类角色组合问题和品类管理机制问题，具体表现为“产品矩阵问题，问题产品亟需淘汰”、“产品价格带问题，部分价格带缺失”、“产品组合功能性问题，目标性产品缺失”、“品类评估表不健全，评估维度不合理”、“品类陈列不规律，缺乏品牌规范”、“SKU更新速度缓慢，品类管理意识薄弱”以及“内部协同不足，缺乏资源共享管理机制”等七个维度的问题。

针对以上七个维度问题，本文通过访谈和问卷调查的方式，对产品的市场反应情况进行数据化分析，验证产品价值的评估是否准确，制定出科学、合理的优化方案。在制定优化方案的过程中发现，通过品类角色矩阵和价格带两种分析方法所得出的结论会存在差异。因此本文引入产品功能性分析这一新的维度，构建更为立体的分析框架，有利于增强品类策略的科学性与可行性。

研究结果显示品类管理不是单一地对产品的管理，它与企业内部流程制度密切相关。为了保证产品组合和品类策略优化方案的实施，企业内部的保障措施也需进行相应的调整。当品类策略进入执行阶段，定期的品类回顾至关重要，企业需对可能存在的短期客户流失及利润的下降以及长期落实过程中的偏差有正确的认知，从战略层面看待品类管理对企业发展的意义。品类回顾不是品类管理的终点而是另一个起点，品类管理是漫长的PDCA循环过程。这说明品类管理是一种立体化的管理，而非单一维度的管理。

从品类管理的视角对A公司坚果品类营销进行分析得出以下建议：综合品类角色、价格带和功能性分析情况构建合理的产品矩阵，完善品类评估表，强化品类陈列布局，构建SKU迅速更迭机制以及建立优势渠道共享激励机制，通过以上方法提高公司绩效。该结论不仅对A公司坚果产品的营销具有一定指导作用，对坚果行业中其他企业的品类管理过程也可提供借鉴意义，对休闲食品行业的品牌营销可产生一定的参考价值。

With the development of new retail, manufacturers are moving towards branded operations and retailers are also getting involved in self-brand items, all these changes make brand competitive pressure is increasingly tense，so it is more important for brand owners to build a category management mechanism to quickly respond to consumer demand changes based on consumer feedback. Company A, a state-owned company, is experiencing a serious decrease in market share of its nuts products due to its slow response time to market. So，it is essential to understand how to optimize the marketing strategy of Company A’s nut products through category management, and how to improve the daily sales and market share of Company A’s nut products with the help of product mix is very important.

This paper uses theories of category management and marketing strategy to analyze the nut product marketing case of Company A. Though the company's external environment, internal organizational structure, category classification and evaluation state of Company A’s category management status, it is found that Company A's nut category belongs to category A in the four categories. In the process of diagnosing the category management problems of Company A, the marketing of Company A’s nut products is diagnosed and analyzed with the help of related tools such as ABC classification, category role matrix construction, price band analysis and product functional analysis.

In the process of analysis , it is clear that there are differences in the conclusions obtained from the two analysis perspectives of category role matrix and price band, which indirectly reflects that category management is a three-dimensional management rather than a single dimension management. The introduction of a new dimension—product functionality analysis, helps to enhance the science of product strategy formulation . As distributors play an important role in the process of products reaching consumers in Company A's business model, a questionnaire is designed to collect the four characteristics of product, price, channel, and promotion of company in the purchasing process. At the same time, the questionnaire survey of consumers in the same dimension can provide more substantial basis for the formulation of category strategy and ensure that the timeliness of category strategy is response to the market.Meanwhile the company's internal safeguards need to be adjusted accordingly. Specific adjustments can include improving the category evaluation mechanism, strengthening the category display layout, developing SKU a rapid replacement mechanism, establishing a superior channel sharing incentive mechanism, and then improving the category optimization management system, and enhancing cooperation with retailers to achieve a dynamic balance of category optimization. When the category strategy enters the implementation phase, regular category reviews are also crucial. The company needs to be aware of the potential for short-term customer losses and profit declines as well as the deviations in the long-term implementation process, and take a strategic view of the significance of category management to the company's development.

From the perspective of category management, the marketing of Company A’s nut products is analyzed, and an optimization scheme is designed based on relevant theories. It not only has A certain guiding affect on Company A’s nut product marketing, but also has A certain reference significance for leading enterprises in the leisure food industry to build superior products, and also has A certain reference value for other companies in the industry to formulate their marketing strategies for leisure food.