現(xiàn)代渠道全球趨勢(shì)

GLOBALRETAILTRENDS:

IMPLICATIONSFORMANUFACTURERS

全球零售趨勢(shì):

對(duì)廠商的啟示GlobalRetailTrends全球零售趨勢(shì)Key

issuesforretailers零售商的關(guān)鍵問(wèn)題Implicationsformanufacturers對(duì)廠商的啟示Manufacturers’response廠商的回應(yīng)2Size規(guī)模Internationalisation國(guó)際化Concentration集中化Multi-channels多渠道Discounters折扣店P(guān)rivatelabel自有品牌Costreductionstrategies成本降低策略KeyIssuesforGroceryRetailers食品/雜貨零售商的關(guān)鍵問(wèn)題3RetailersAreGettingBigger…零售商日益強(qiáng)大Note:*growthratescalculatedinlocalcurrency

備注:*增長(zhǎng)率采用本國(guó)貨幣計(jì)算Source:M+MPlanetRetailLtd–

數(shù)據(jù)來(lái)源:M+MPlant零售有限公司Retailer零售商1999(EURbn)2004(EURbn)%Growth*2004/19992005預(yù)測(cè)(EURbn)2009預(yù)測(cè)(EURbn)%Growth*2009預(yù)測(cè)/2005Wal-Mart沃爾瑪1632507927337537Carrefour家樂(lè)福7890159512329Metro麥德龍496431699132Ahold英國(guó)阿霍德367197667514Tesco樂(lè)購(gòu)315585607932RetailBannerSalesGrowth,1999-2009EURbn有代表性的零售商的銷售增長(zhǎng),1999-2009(單位:10億歐元)4Size規(guī)模Internationalisation國(guó)際化KeyIssuesforGroceryRetailers食品/雜貨零售商的關(guān)鍵問(wèn)題5RetailersAreBecomingMoreInternational零售商越來(lái)越國(guó)際化6FormationofInternationalBuyingGroups

國(guó)際采購(gòu)機(jī)構(gòu)CarrefourWorldTrade-CWT家樂(lè)福世界貿(mào)易機(jī)構(gòu)AholdCentralEurope–ACE阿霍德歐洲中央機(jī)構(gòu)Metro–ICA(InternationalCo-operationAgreement)麥德龍國(guó)際合作機(jī)構(gòu)Wal-MartGlobalSupplierDevelopmentandGlobalSupplierProcurement

沃爾瑪全球供應(yīng)商發(fā)展與采購(gòu)機(jī)構(gòu)7Size規(guī)模Internationalisation國(guó)際化Concentration集中化KeyIssuesforGroceryRetailers食品/雜貨零售商的關(guān)鍵問(wèn)題8Source:M+MPlanetRetailLtd–GrowingLevelsofConcentration集中化發(fā)展水平Turkey土耳其1999%2009%MigrosT?rk4.78.0MetroGroup麥德龍2.36.0Carrefour家樂(lè)福1.26.0BIM1.74.3Tesco樂(lè)購(gòu)

-3.4Poland波蘭1999%2009%Metro麥德龍10.711.7JeronimoMartins4.55.9SchwarzGroup-5.6Carrefour家樂(lè)福1.55.1Tesco樂(lè)購(gòu)0.74.29市場(chǎng)份額%波蘭土耳其Size規(guī)模Internationalisation國(guó)際化Concentration集中化Multi-channels多渠道KeyIssuesforGroceryRetailers食品/雜貨零售商的關(guān)鍵問(wèn)題10Multi-ChannelApproach多渠道發(fā)展RetailerHypSupDiscC-storeC&CDrugstoreE-commerceWal-Mart沃爾瑪?????Carrefour家樂(lè)福??????Metro麥德龍????Ahold阿霍德???????Tesco樂(lè)購(gòu)??????11零售商大賣場(chǎng)超市折扣店便利店現(xiàn)金

藥店 電子商務(wù) Size規(guī)模Internationalisation國(guó)際化Concentration集中化Multi-channels多渠道Discounters折扣店KeyIssuesforGroceryRetailers食品/雜貨零售商的關(guān)鍵問(wèn)題12Discounters–RapidSalesandStoreGrowth

折扣店:門(mén)店數(shù)量和銷售快速增長(zhǎng)Source:M+MPlanetRetailLtd–13在歐洲的折扣店單位:百萬(wàn)歐元門(mén)店數(shù)量countrieswith20.1ormorecountrieswith10.1-20%countrieswith5%orlesscountrieswith5.1-10%14FranceSpainRussiaFinlandRomaniaUKGermanySwedenNorwayPolandUkraineEstoniaLatviaIcelandHungaryCzechRepublicSlovakiaItalyAustriaSwitzerlandCroatiaDenmarkLuxembourgSloveniaCyprusGreecePortugalLithuaniaIrelandNetherlandsBelgiumDiscounters–PenetrationRatesAcrossEurope2009

折扣店:2009年歐洲滲透率滲透率≥20.1%的國(guó)家滲透率為10.1-20%的國(guó)家滲透率為5.1-10%的國(guó)家滲透率≤5%的國(guó)家Discounters-EvolvingRanges折扣店-品類發(fā)展15RiseofTheDiscounters折扣店數(shù)量上升“Discountingwillbecomemoreimportant.Supermarketshavegottohaveananswertodiscounters.Theyhavetoharnesstechnologyandbeabletobefull-rangediscounters.Andthereisanopportunitytodothat.”折扣的形式變得越來(lái)越重要,超市也不得不對(duì)折扣店作出回應(yīng).超市必須利用技術(shù)手段，將折扣這一形式在全品類推廣,超市是有機(jī)會(huì)這么做的.16TerryLeahy,CEOTesco樂(lè)購(gòu)CEO,特里·萊希Retailers’ResponseToDiscounters零售商對(duì)折扣店的回應(yīng)Privatelabel自有品牌Discountformats折扣店業(yè)態(tài)Pricewars價(jià)格戰(zhàn)Costreductionprogrammes-shelfreadypackaging,supplychainefficiencies成本降低項(xiàng)目-貨架專用包裝(為方便上貨而生產(chǎn)的包裝形式,可以將整個(gè)包裝放到貨架上)、供應(yīng)鏈效率17Size規(guī)模Internationalisation國(guó)際化Concentration集中化Multi-channels多渠道Discounters折扣店P(guān)rivatelabel自有品牌KeyIssuesforGroceryRetailers食品/雜貨零售商的關(guān)鍵問(wèn)題18PrivateLabel自有品牌Initiallydevelopedtofendoffthediscounters開(kāi)發(fā)自有品牌是為了避開(kāi)折扣店的競(jìng)爭(zhēng)Multi-purposeweapon多功能的武器-tieredpricingstructure多層次的價(jià)格體系-brandbuilder品牌建立者-margingenerator利潤(rùn)創(chuàng)造者-brandrationalisation品牌合理化19PrivateLabel–RetailerPenetrationRates%

自有品牌-零售商滲透率%20Source:M+MPlanetRetailLtd–阿爾迪(德國(guó))樂(lè)購(gòu)沃爾瑪家樂(lè)福阿霍德歐尚麥德龍PrivateLabel-CarrefourTieredApproach自有品牌-家樂(lè)福產(chǎn)品層級(jí)No.1-belowharddiscount第1層級(jí)-超低價(jià)產(chǎn)品（低品牌關(guān)注度）ProductsCarrefourInternational-competeswithharddiscount與低價(jià)產(chǎn)品競(jìng)爭(zhēng)的產(chǎn)品（關(guān)注品牌的）Carrefour-standardpricedrange

正常價(jià)格范圍的產(chǎn)品Premiumspecialistranges高附加值產(chǎn)品21Privatelabel-Marginbuilder自有品牌-利潤(rùn)創(chuàng)造者Source:UKCompetitionCommission22+SuppliersCostSaving（來(lái)自）供應(yīng)商方面的費(fèi)用節(jié)省10.6%+LowerSupplierMargin降低供應(yīng)商毛利18.8%=RetailersPurchaseSaving零售商采購(gòu)層面的節(jié)省29.4%LowerRetailPrice（可以售賣）較低的零售價(jià)格19.3%=HigherRetailMargin（得到）更高的零售毛利10.1%PrivateLabel–BrandsinDanger自有品牌-使眾多品牌身處險(xiǎn)境ShareofUKCrispMarket英國(guó)（餅干）市場(chǎng)的份額23Source:IRI自有品牌 其他品牌Size規(guī)模Internationalisation國(guó)際化Concentration集中化Multi-channels多渠道Discounters折扣店P(guān)rivatelabel自有品牌Costreductionstrategies成本降低策略KeyIssuesforGroceryRetailers食品/雜貨零售商的關(guān)鍵問(wèn)題24CostReduction成本降低Shelfreadypackaging貨架專用包裝Supplychainefficiencies供應(yīng)鏈效率

–RFID(RadioFrequencyIdentification)無(wú)線電頻率識(shí)別技術(shù) –Datasharing數(shù)據(jù)分享 –B2Bexchanges企業(yè)對(duì)企業(yè)的電子商務(wù)交換平臺(tái)

25CostReduction–ShelfReadyPackaging成本降低-貨架專用包裝10,000productsinitsSRPinitiativein2005/06

2005-2006，10,000種產(chǎn)品主動(dòng)采用了貨架專用包裝Threekeycriteria:easytorecognise,easytoopenandonetouchshelfreplenishment三個(gè)關(guān)鍵標(biāo)準(zhǔn):容易辯認(rèn)、容易開(kāi)箱、容易上貨WorkingwithUnileverandMcVities與聯(lián)合利華和McVities通力合作Lookingtoextendinitiativetochilledandfreshgroceries計(jì)劃率先擴(kuò)展至冷凍和生鮮雜貨Reductionofhandlingcostsby18%經(jīng)營(yíng)費(fèi)用下降18%26樂(lè)購(gòu)CostReduction–RFID(RadioFrequencyIdentification)

成本降低-無(wú)線電頻率識(shí)別技術(shù)Phase1launchedNovember2004第一階段于2004年11月上線Focussedontrackingincomingandoutgoingshipmentsaswellasautomaticreconciliationofshipmentswithshippingdocumentsacrossthreeretailsalesdivisions.

在麥德龍的三個(gè)部門(mén)跟蹤產(chǎn)品出/入庫(kù)，也可以根據(jù)運(yùn)貨單據(jù)自動(dòng)調(diào)節(jié)出貨20suppliers,witharangeofproducts,aresendingRFID-taggedshipmentstoMetro.從一個(gè)產(chǎn)品線選出的20個(gè)供應(yīng)商，運(yùn)送帶有RFID標(biāo)簽的貨物至麥德龍27Results-fasterunloadingandcheckinginforRFIDshipmentsofaround15to20minutespertruck,aswellasearlyidentificationandeliminationofweakspotsinhandlingprocess.結(jié)果-運(yùn)用RFID技術(shù)，每輛貨車的檢查及卸載時(shí)間縮短了15-20分鐘左右，也及早地辨別并糾正操作過(guò)程中的薄弱環(huán)節(jié)。End2005aimstohave100companiesinitssupplychainsendingRFID-taggedshipments

2005年末有100家公司在供應(yīng)鏈中使用RFID-標(biāo)簽交貨2006-Taggedshipmentsfromtop300suppliers2006年-前300名供應(yīng)商使用RFID-標(biāo)簽交貨CostReduction–DataSharing成本降低-數(shù)據(jù)分享RetailLink零售鏈接Aimtoachievetotaltransparencythroughoutsupplychain達(dá)到整個(gè)供應(yīng)鏈環(huán)節(jié)全部透明化Daily,ifnothourly,dataonsales每日，要么每小時(shí)，銷售數(shù)據(jù)分享Abilitytocompletesupplieragreementsonlineandbusinessinformation在線完成供應(yīng)商協(xié)議和商業(yè)信息的能力FundamentalChangefromadversarialtocollaborativerelationshipwithP&G與P&G從對(duì)手到合作關(guān)系的根本性轉(zhuǎn)變Rolledouttomostsuppliers推廣至更多的供應(yīng)商28沃爾瑪CostReduction–DataSharing成本降低–數(shù)據(jù)分享SmoothingDemand–EDLP需求暢通-每天低價(jià)CPFR–CollaborativePlanning,ForecastingandReplenishment合作完成計(jì)劃編制、預(yù)測(cè)和補(bǔ)給VMI–VendorManagedInventory供應(yīng)商管理庫(kù)存Just-in-Timedelivery及時(shí)送貨29CostReduction–B2BExchanges成本降低-電子商務(wù)交換平臺(tái)MemberofWWRE全球零售交易聯(lián)盟成員Usedtosourcecheap,commodityproducts,forexamplepackagingproductsNFR(notforresale)可以得到便宜的基礎(chǔ)商品、日用商品，如：包裝產(chǎn)品（不是為了大宗轉(zhuǎn)售）Movedfromsourcingcommodityitemstoeconomyrange,privatelabellinessuchasyoghurts從基礎(chǔ)、日用商品向經(jīng)濟(jì)類商品、自有品牌類商品轉(zhuǎn)移，如：酸乳酪Reportedthatithasachieved‘substantial’savingsthroughWWRE據(jù)稱，通過(guò)WWRE該公司已經(jīng)達(dá)到“真正的”節(jié)約30Size規(guī)模Internationalisation國(guó)際化Concentration集中化Multi-channels多渠道Discounters折扣店P(guān)rivatelabel自有品牌Costreductionstrategies成本降低策略KeyIssuesforGroceryRetailersSummary:

食品/雜貨零售商的關(guān)鍵問(wèn)題匯總31ImplicationsforManufacturers對(duì)廠商的啟示Shiftinbalanceofpower勢(shì)力平衡的轉(zhuǎn)變Alignmentwithwinningretailer與成功的零售商結(jié)盟Changingtermsoftrade改變貿(mào)易條款I(lǐng)nternationalpromotion國(guó)際促銷Ignoreorsupplydiscounters?不理睬或供應(yīng)產(chǎn)品給折扣店？Createdominantbrand建立強(qiáng)勢(shì)品牌Fundpricecuts支持削價(jià)Developshelfreadypackaging發(fā)展貨架專用包裝Investinnewsupplychaintechnologies投資先進(jìn)的供應(yīng)鏈技術(shù)Effectivecategorymanagement有效的品類管理ImplicationsforManufacturers對(duì)廠商的啟示Shiftinbalanceofpower勢(shì)力平衡的轉(zhuǎn)變ImplicationsforManufacturers–Size對(duì)廠商的啟示-規(guī)模Shiftinbalanceofpower

勢(shì)力平衡的轉(zhuǎn)變34Consumer消費(fèi)者Retailer零售商Manufacturer廠商O(píng)ldPowerTriangle舊的勢(shì)力三角圖Consumer消費(fèi)者Retailer零售商Manufacturer廠商N(yùn)ewPowerTriangle新的勢(shì)力三角圖ImplicationsforManufacturers對(duì)廠商的啟示Shiftinbalanceofpower勢(shì)力平衡的轉(zhuǎn)變Alignmentwithwinningretailer與成功的零售商結(jié)盟ImplicationsforManufacturers–Size對(duì)廠商的啟示-規(guī)模

Alignmentwith‘winning’retailer與“成功的”零售商結(jié)盟36Source:SEC–mostrecentlyfiled10Kreportsfor

therelevantcompanies.Wal-Martasa%TotalNetSales(%)forAssortedSuppliers

沃爾瑪占供應(yīng)商總凈銷售的%露華濃寶潔吉列卡夫ImplicationsforManufacturers對(duì)廠商的啟示Shiftinbalanceofpower勢(shì)力平衡的轉(zhuǎn)變Alignmentwithwinningretailer與成功的零售商結(jié)盟Changingtermsoftrade改變貿(mào)易條款I(lǐng)mplicationsforManufacturers–Internationalisation

對(duì)廠商的啟示-國(guó)際化PriceHarmonisation價(jià)格一致

-net/netpricecomparisons凈價(jià)格比較 -pricecorridor價(jià)格差異化較小Changingtermsoftrade改變貿(mào)易條款I(lǐng)nternationalAgreements國(guó)際協(xié)議 -Internationalbuyinggroups國(guó)際采購(gòu)集團(tuán) -Additionalcosttomanufacturer給廠商帶來(lái)附加費(fèi)用 -Largelyineffective,pricenegotiationstilllocal很大程度上是無(wú)效的,價(jià)格仍由當(dāng)?shù)卣勁?8ImplicationsforManufacturers對(duì)廠商的啟示Shiftinbalanceofpower勢(shì)力平衡的轉(zhuǎn)變Alignmentwithwinningretailer與成功的零售商結(jié)盟Changingtermsoftrade改變貿(mào)易條款I(lǐng)nternationalpromotion國(guó)際促銷ImplicationsforManufacturers–

Internationalisation對(duì)廠商的啟示-國(guó)際化Opportunitiestopromotebrandacrosstheworld有機(jī)會(huì)在全世界提升品牌知名度Fearofdelistingasconcentrationlevelsgrowandretailersmerge

擔(dān)心因集中化水平增長(zhǎng)和零售商合并而被逐出市場(chǎng)40ImplicationsforManufacturers對(duì)廠商的啟示Shiftinbalanceofpower向勢(shì)力均衡改變Alignmentwithwinningretailer與獲勝的零售商結(jié)盟Changingtermsoftrade改變貿(mào)易條款I(lǐng)nternationalpromotion國(guó)際促銷Ignoreorsupplydiscounters?不理睬或供應(yīng)產(chǎn)品給折扣店？ImplicationsforManufacturers–Discounters

對(duì)廠商的啟示-折扣店Undoubtedlyagrowthchannelintermsofsalesandconsumeracceptance無(wú)庸置疑,無(wú)論從銷售方面還是消費(fèi)者接受度方面,都是一個(gè)增長(zhǎng)的渠道SignsthatAldiandLidlarecreatingmoreopportunitiesforbrands

跡象表明Aldi和Lidl為品牌商品創(chuàng)造出更多機(jī)會(huì)42Supplyprivatelabel–lowcostsnotsustainable供應(yīng)自有品牌-難以支撐低成本Supplybrandedproductlines–fearofantagonisingmainstreamgrocers供應(yīng)系列品牌產(chǎn)品-擔(dān)心主流雜貨商的反對(duì)ImplicationsforManufacturers對(duì)廠商的啟示Shiftinbalanceofpower勢(shì)力平衡的轉(zhuǎn)變Alignmentwithwinningretailer與成功的零售商結(jié)盟Changingtermsoftrade改變貿(mào)易條款I(lǐng)nternationalpromotion國(guó)際促銷Ignoreorsupplydiscounters?不理睬或供應(yīng)產(chǎn)品給折扣店？Createdominantbrand建立強(qiáng)勢(shì)品牌ImplicationsforManufacturers–PrivateLabel

對(duì)廠商的啟示-自有品牌

Createdominantbrand建立強(qiáng)勢(shì)品牌

Increasinglylimitedopportunitiesforanythingmorethantoponeortwobrandsinstores超過(guò)店內(nèi)前一兩名的品牌，對(duì)任何自有品牌來(lái)說(shuō)機(jī)會(huì)都越來(lái)越有限ShareofUKCrispMarket英國(guó)（餅干）市場(chǎng)的份額44Source:IRI自有品牌 其他品牌ImplicationsforManufacturers–PrivateLabel

對(duì)廠商的啟示-自有品牌

Createdominantbrand建立強(qiáng)勢(shì)品牌

Increasinglylimitedopportunitiesforanythingmorethantoponeortwobrandsinstores超過(guò)店內(nèi)前一兩名的品牌，對(duì)任何自有品牌來(lái)說(shuō)機(jī)會(huì)都越來(lái)越有限Biggestthreatsinbulk,lowmargin,commoditisedlines最大的威脅來(lái)自批量購(gòu)買、低利潤(rùn)、日用品系列Trimtailendoffproductrange(slowmovinglines)排除產(chǎn)品線末端的產(chǎn)品(可以清除銷售較慢的產(chǎn)品)Needtocreateinnovativeproducts需要產(chǎn)品創(chuàng)新Investinmostprofitable,leadingedgeproducts投資在最有利潤(rùn)的、

有領(lǐng)導(dǎo)力的優(yōu)勢(shì)產(chǎn)品上Createpointofdifference,prevent‘metoos’創(chuàng)造獨(dú)特的賣點(diǎn),防止”跟隨”Aggressivepromotionalstrategytopushbrandandgain‘categorycaptaincy’采用進(jìn)攻型的促銷策略來(lái)推動(dòng)品牌,獲得”品類之首”的地位(領(lǐng)導(dǎo)品牌)45ImplicationsforManufacturers對(duì)廠商的啟示Shiftinbalanceofpower勢(shì)力平衡的轉(zhuǎn)變Alignmentwithwinningretailer與成功的零售商結(jié)盟Changingtermsoftrade改變貿(mào)易條款I(lǐng)nternationalpromotion國(guó)際促銷Variablepacksizes可變的包裝規(guī)格Ignoreorsupplydiscounters?不理睬或供應(yīng)產(chǎn)品給折扣店？Createdominantbrand建立強(qiáng)勢(shì)品牌Fundpricecuts支持削價(jià)ImplicationsforManufacturers–PriceWars

對(duì)廠商的啟示-價(jià)格戰(zhàn)Costsqueezepassedontomanufacturers給廠商帶來(lái)成本壓縮Greaterexpenseinsupplyingretailerswithapromotionalstrategyduetoexclusivity因?yàn)榱闶凵痰呐潘源黉N策略,使得廠商付出更大的代價(jià)47ImplicationsforManufacturers對(duì)廠商的啟示Shiftinbalanceofpower勢(shì)力平衡的轉(zhuǎn)變Alignmentwithwinningretailer與成功的零售商結(jié)盟Changingtermsoftrade改變貿(mào)易條款I(lǐng)nternationalpromotion國(guó)際促銷Ignoreorsupplydiscounters?不理睬或供應(yīng)產(chǎn)品給折扣店？Createdominantbrand建立強(qiáng)勢(shì)品牌Fundpricecuts支持削價(jià)Developshelfreadypackaging發(fā)展貨架專用包裝ImplicationsforManufacturers–CostReduction

對(duì)廠商的啟示-成本降低

Developshelfreadypackaging發(fā)展貨架專用包裝SRP–shelfreadypackaging–貨架專用包裝Opportunityformanufacturerstocreateattractive,easytouse,visibleproductpackaging廠商的機(jī)會(huì):創(chuàng)造有吸引力的、易于使用的、醒目的產(chǎn)品包裝49

Thegood...好的

thebad...差的...andtheugly丑陋的

ImplicationsforManufacturers對(duì)廠商的啟示Shiftinbalanceofpower勢(shì)力平衡的轉(zhuǎn)變Alignmentwithwinningretailer與成功的零售商結(jié)盟Changingtermsoftrade改變貿(mào)易條款I(lǐng)nternationalpromotion國(guó)際促銷Ignoreorsupplydiscounters?不理睬或供應(yīng)產(chǎn)品給折扣店？Createdominantbrand建立強(qiáng)勢(shì)品牌Fundpricecuts支持削價(jià)Developshelfreadypackaging發(fā)展貨架專用包裝Investinnewsupplychaintechnologies投資先進(jìn)的供應(yīng)鏈技術(shù)ImplicationsforManufacturers–CostReduction

對(duì)廠商的啟示-成本降低

Investinnewsupplychaintechnologies投資先進(jìn)的供應(yīng)鏈技術(shù)RFID–Biginvestmentbymanufacturer,uncertainreturn無(wú)線電頻率識(shí)別技術(shù)-廠商投資較大,回報(bào)不確定Datasharing/EDI–collaborationisthewayforward

數(shù)據(jù)分享/電子數(shù)據(jù)交換-協(xié)作是發(fā)展的方向B2Bexchanges–greaterpricetransparency,keycriteriaispricenotquality電子商務(wù)交換平臺(tái)-高度的價(jià)格透明度,衡量標(biāo)準(zhǔn)是價(jià)格而非質(zhì)量51ImplicationsforManufacturers對(duì)廠商的啟示Shiftinbalanceofpower勢(shì)力平衡的轉(zhuǎn)變Alignmentwithwinningretailer與成功的零售商結(jié)盟Changingtermsoftrade改變貿(mào)易條款I(lǐng)nternationalpromotion國(guó)際促銷Ignoreorsupplydiscounters?不理睬或供應(yīng)產(chǎn)品給折扣店？Createdominantbrand建立強(qiáng)勢(shì)品牌Fundpricecuts支持削價(jià)Developshelfreadypackaging發(fā)展貨架專用包裝Investinnewsupplychaintechnologies投資先進(jìn)的供應(yīng)鏈技術(shù)Effectivecategorymanagement有效的品類管理Brands品牌商品Discounters折扣店P(guān)rivateLabel自有品牌Non-Foodse.g.Clothes,Electrical非食品類,象衣服電器等ImplicationsforManufacturers–Pressureonbrands

對(duì)廠商的啟示-品牌商品的壓力

Effectivecategorymanagement有效的品類管理53GlobalRetailTrends全球零售趨勢(shì)Key

issuesforretailers零售商的關(guān)鍵問(wèn)題Implicationsformanufacturers對(duì)廠商的啟示Manufacturers’response廠商的回應(yīng)54Manufacturers’Response廠商的回應(yīng)Collaboration協(xié)作Mergers&Acquisition合并&收購(gòu)Restructuring重組55&Manufacturers’Response–Collaboration廠商的回應(yīng)-協(xié)作Aim目標(biāo)In2003,Wal-Martplannedtoincreasealcoholsales2003年,沃爾瑪計(jì)劃增加酒類銷售TeamedupwithDiageotodevelopnewmerchandisingideasandproducts與”帝亞吉?dú)W”合作,開(kāi)發(fā)新的商品廣告推銷概念和產(chǎn)品Process過(guò)程Storevisits–Sawcaramelflavourmilkdrink門(mén)店拜訪-發(fā)現(xiàn)了有焦糖口味的牛奶飲料Wal-MarturgedDiageotodevelopanalcoholicversion

沃爾瑪迫切希望”帝亞吉?dú)W”開(kāi)發(fā)含酒精的產(chǎn)品Result結(jié)果DiageodevelopedCaraluna，Diagel開(kāi)發(fā)出了CaralunaRapidproducttestinginselectedstores

快速選擇門(mén)店進(jìn)行產(chǎn)品測(cè)試RenamedDulsedafortrademarkreasons因商標(biāo)原因重新命名為DulsedaDiageonamedCategoryCaptainforspiritsDiagel命名該品類的主打?yàn)椤盨pirits”SelectedstoresinUS,tripledshelfspacedevotedtospirits在美國(guó)選擇門(mén)店,將三倍的貨架空間讓給”Spirits”P(pán)romotedinendaislepositionTG促銷Nationalroll-out全國(guó)推廣56沃爾瑪和帝亞吉?dú)WManufacturers’Response廠商的回應(yīng)Collaboration協(xié)作Mergers&Acquisition合并&收購(gòu)Restructuring重組57Manufacturers’Response–Mergers&Acquisitions

廠商的回應(yīng)-合并&收購(gòu)Procter&GambleandGillette寶潔和吉列MergerannouncedinJanuary20052005年1月宣布合并Aimtoboostlong-termsalespotential目標(biāo)是激發(fā)長(zhǎng)期銷售潛能“Uniqueopportunitytocombinetwobestinclassconsumerproductscompanies”特殊的機(jī)遇讓同種產(chǎn)品類型的兩家最好的公司合并Complementarybrands–health&personalcare品牌互補(bǔ)-健康&個(gè)人護(hù)理Shifttofastgrowing,highermarginproducts向高增長(zhǎng)、高利潤(rùn)產(chǎn)品轉(zhuǎn)移Costsavings–R&D,distributionandmarketing節(jié)約成本-研發(fā),分銷,市場(chǎng)Globalscale–focusondevelopingmarkets全球范圍-聚焦發(fā)展中市場(chǎng)AccelerationofGillettebrandsinexistingfastgrowingP&Gmarkets–China,Russia,Mexico,Turkey

在現(xiàn)有P&G快速增長(zhǎng)的市場(chǎng)加速吉列品牌發(fā)展-中國(guó),俄羅斯,墨西哥,土耳其Strongernegotiatingpowerwithretailers與零售商談判,處于更強(qiáng)勢(shì)的地位58+=Manufacturers’Response–P&G廠商的回應(yīng)-寶潔Keymessagesforretailers給零售商的關(guān)鍵信息Growingbigbrandsinbigcountrieswithwinningretailers在大的國(guó)家同”成功的”零售商發(fā)展大品牌Aimtobepreferredpartnerforwinningretailers目標(biāo)傾向于成為”成功的”零售商的合作伙伴HelpingretailerstakefulladvantageofP&Gstrengths

幫助零售商充分發(fā)揮寶潔的優(yōu)勢(shì) -strongbrands(appealtoconsumerandretailer)

強(qiáng)勢(shì)品牌(對(duì)消費(fèi)者和零售商有吸引力) -productinnovation(growssalesandprofits)

產(chǎn)品創(chuàng)新(銷售和利益增長(zhǎng)) -shopperinsights(improveinstoreexperiences)

購(gòu)物者認(rèn)知(改進(jìn)店內(nèi)運(yùn)作經(jīng)驗(yàn)) -shareknowledgeoflocalmarkets(helpsretailersexpand

internationally)分享當(dāng)?shù)厥袌?chǎng)的情況(幫助零售商的國(guó)際擴(kuò)張)59Manufacturers’Response廠商的回應(yīng)Collaboration協(xié)作Mergers&Acquisition合并&收購(gòu)Restructuring重組60Manufacturers’Response–Restructuring廠商的回應(yīng)-重組Unilever聯(lián)合利華Restructuredbusinessin20042004年生意重組Simplifyworldwideorganisation–fasterdecisionmaking,createeconomiesofscale世界范圍內(nèi)機(jī)構(gòu)簡(jiǎn)化-快速?zèng)Q策,創(chuàng)造規(guī)模經(jīng)濟(jì)Companydividedintothreeunits:regions,brandsandfunction,withsingleoperatingcompanyineachcountry公司分為三部分:區(qū)域銷售、品牌和職能部門(mén),每個(gè)國(guó)家的公司都是獨(dú)立運(yùn)營(yíng)的61Generatecostsavingswhichcanbereinvestedintogrowingbrands

節(jié)約的費(fèi)用重新投資于品牌發(fā)展上Withaspreadofbrandsacrosstheshopfloor,aimtoprovideuniqueshopperinsighttoretailers通過(guò)店內(nèi)品牌傳播,目標(biāo)在于為零售商提供獨(dú)特的購(gòu)物者認(rèn)知RetailerIssues零售商問(wèn)題Size

規(guī)模Internationalisation

國(guó)際化Concentration集中化Multi-channel多渠道Discounters

折扣店P(guān)rivatelabel自有品牌Costreduction成本降低ManufacturerImplications對(duì)廠商的啟示Shiftinbalanceofpower向勢(shì)力均衡轉(zhuǎn)變Alignmentwithwinningretailer

與“獲勝的”零售商結(jié)盟Changingtermsoftrade改變貿(mào)易條款I(lǐng)nternationalpromotion國(guó)際促銷Ignoreorsupplydiscounters?不理睬或供應(yīng)產(chǎn)品給折扣店？Createdominantbrand

創(chuàng)造強(qiáng)勢(shì)品牌Fundpricecuts

支持削價(jià)Developshelfreadypackaging發(fā)展貨架專用包裝Investinnewsupplychaintechnologies

投資先進(jìn)的供應(yīng)鏈技術(shù)Effectivecategorymanagement有效的品類管理ManufacturerResponses廠商反應(yīng)Collaboration協(xié)作Mergers&Acquisitions合并&收購(gòu)Restructure重組GlobalRetailTrends–Summary全球零售趨勢(shì)-概述Source:M+MPlanetRetailLtd–WhatwillhappeninChinainthecomingyears?

未來(lái)幾年，中國(guó)將會(huì)發(fā)生什么?BigStoreformats大賣場(chǎng)業(yè)態(tài)Retailconcentration零售集中化Privatelabel自有品牌Discountformats折扣店業(yè)態(tài)Useofsophisticatedtechniques先進(jìn)技術(shù)的運(yùn)用Whowillwintherace?誰(shuí)將贏得比賽？百萬(wàn)客戶大拜訪64一、課程目的

1、持續(xù)推動(dòng)主顧300（讓業(yè)務(wù)員有機(jī)會(huì)做）

2、每天完成7+3拜訪（讓業(yè)務(wù)員愿意做）

3、熟練掌握拜訪技巧（讓業(yè)務(wù)員會(huì)做）二、過(guò)程：三、內(nèi)容1、理念篇--知道和不知道？2、拜訪篇--心動(dòng)不如行動(dòng)3、話術(shù)篇--完美的拜訪是設(shè)計(jì)出來(lái)的65

理念篇知道和不知道？66猜中彩67人類最大的恐懼來(lái)自于未知世界的無(wú)知不知道是一種