現(xiàn)代渠道全球趨勢

GLOBALRETAILTRENDS:

IMPLICATIONSFORMANUFACTURERS

全球零售趨勢:

對廠商的啟示GlobalRetailTrends全球零售趨勢Key

issuesforretailers零售商的關(guān)鍵問題Implicationsformanufacturers對廠商的啟示Manufacturers’response廠商的回應(yīng)2Size規(guī)模Internationalisation國際化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)鍵問題3RetailersAreGettingBigger…零售商日益強(qiáng)大Note:*growthratescalculatedinlocalcurrency

備注:*增長率采用本國貨幣計算Source:M+MPlanetRetailLtd–

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

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

沃爾瑪全球供應(yīng)商發(fā)展與采購機(jī)構(gòu)7Size規(guī)模Internationalisation國際化Concentration集中化KeyIssuesforGroceryRetailers食品/雜貨零售商的關(guān)鍵問題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家樂福1.26.0BIM1.74.3Tesco樂購

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

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

折扣店:門店數(shù)量和銷售快速增長Source:M+MPlanetRetailLtd–13在歐洲的折扣店單位:百萬歐元門店數(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%的國家滲透率為10.1-20%的國家滲透率為5.1-10%的國家滲透率≤5%的國家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越重要,超市也不得不對折扣店作出回應(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)會這么做的.16TerryLeahy,CEOTesco樂購CEO,特里·萊希Retailers’ResponseToDiscounters零售商對折扣店的回應(yīng)Privatelabel自有品牌Discountformats折扣店業(yè)態(tài)Pricewars價格戰(zhàn)Costreductionprogrammes-shelfreadypackaging,supplychainefficiencies成本降低項目-貨架專用包裝(為方便上貨而生產(chǎn)的包裝形式,可以將整個包裝放到貨架上)、供應(yīng)鏈效率17Size規(guī)模Internationalisation國際化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)鍵問題18PrivateLabel自有品牌Initiallydevelopedtofendoffthediscounters開發(fā)自有品牌是為了避開折扣店的競爭Multi-purposeweapon多功能的武器-tieredpricingstructure多層次的價格體系-brandbuilder品牌建立者-margingenerator利潤創(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)樂購沃爾瑪家樂福阿霍德歐尚麥德龍PrivateLabel-CarrefourTieredApproach自有品牌-家樂福產(chǎn)品層級No.1-belowharddiscount第1層級-超低價產(chǎn)品（低品牌關(guān)注度）ProductsCarrefourInternational-competeswithharddiscount與低價產(chǎn)品競爭的產(chǎn)品（關(guān)注品牌的）Carrefour-standardpricedrange

正常價格范圍的產(chǎn)品Premiumspecialistranges高附加值產(chǎn)品21Privatelabel-Marginbuilder自有品牌-利潤創(chuàng)造者Source:UKCompetitionCommission22+SuppliersCostSaving（來自）供應(yīng)商方面的費用節(jié)省10.6%+LowerSupplierMargin降低供應(yīng)商毛利18.8%=RetailersPurchaseSaving零售商采購層面的節(jié)省29.4%LowerRetailPrice（可以售賣）較低的零售價格19.3%=HigherRetailMargin（得到）更高的零售毛利10.1%PrivateLabel–BrandsinDanger自有品牌-使眾多品牌身處險境ShareofUKCrispMarket英國（餅干）市場的份額23Source:IRI自有品牌 其他品牌Size規(guī)模Internationalisation國際化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)鍵問題24CostReduction成本降低Shelfreadypackaging貨架專用包裝Supplychainefficiencies供應(yīng)鏈效率

–RFID(RadioFrequencyIdentification)無線電頻率識別技術(shù) –Datasharing數(shù)據(jù)分享 –B2Bexchanges企業(yè)對企業(yè)的電子商務(wù)交換平臺

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

2005-2006，10,000種產(chǎn)品主動采用了貨架專用包裝Threekeycriteria:easytorecognise,easytoopenandonetouchshelfreplenishment三個關(guān)鍵標(biāo)準(zhǔn):容易辯認(rèn)、容易開箱、容易上貨WorkingwithUnileverandMcVities與聯(lián)合利華和McVities通力合作Lookingtoextendinitiativetochilledandfreshgroceries計劃率先擴(kuò)展至冷凍和生鮮雜貨Reductionofhandlingcostsby18%經(jīng)營費用下降18%26樂購CostReduction–RFID(RadioFrequencyIdentification)

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

在麥德龍的三個部門跟蹤產(chǎn)品出/入庫，也可以根據(jù)運(yùn)貨單據(jù)自動調(diào)節(jié)出貨20suppliers,witharangeofproducts,aresendingRFID-taggedshipmentstoMetro.從一個產(chǎn)品線選出的20個供應(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間縮短了15-20分鐘左右，也及早地辨別并糾正操作過程中的薄弱環(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)到整個供應(yīng)鏈環(huán)節(jié)全部透明化Daily,ifnothourly,dataonsales每日，要么每小時，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CPFR–CollaborativePlanning,ForecastingandReplenishment合作完成計劃編制、預(yù)測和補(bǔ)給VMI–VendorManagedInventory供應(yīng)商管理庫存Just-in-Timedelivery及時送貨29CostReduction–B2BExchanges成本降低-電子商務(wù)交換平臺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WWRE該公司已經(jīng)達(dá)到“真正的”節(jié)約30Size規(guī)模Internationalisation國際化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)鍵問題匯總31ImplicationsforManufacturers對廠商的啟示Shiftinbalanceofpower勢力平衡的轉(zhuǎn)變Alignmentwithwinningretailer與成功的零售商結(jié)盟Changingtermsoftrade改變貿(mào)易條款I(lǐng)nternationalpromotion國際促銷Ignoreorsupplydiscounters?不理睬或供應(yīng)產(chǎn)品給折扣店？Createdominantbrand建立強(qiáng)勢品牌Fundpricecuts支持削價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對廠商的啟示Shiftinbalanceofpower勢力平衡的轉(zhuǎn)變ImplicationsforManufacturers–Size對廠商的啟示-規(guī)模Shiftinbalanceofpower

勢力平衡的轉(zhuǎn)變34Consumer消費者Retailer零售商Manufacturer廠商OldPowerTriangle舊的勢力三角圖Consumer消費者Retailer零售商Manufacturer廠商N(yùn)ewPowerTriangle新的勢力三角圖ImplicationsforManufacturers對廠商的啟示Shiftinbalanceofpower勢力平衡的轉(zhuǎn)變Alignmentwithwinningretailer與成功的零售商結(jié)盟ImplicationsforManufacturers–Size對廠商的啟示-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對廠商的啟示Shiftinbalanceofpower勢力平衡的轉(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

對廠商的啟示-國際化PriceHarmonisation價格一致

-net/netpricecomparisons凈價格比較 -pricecorridor價格差異化較小Changingtermsoftrade改變貿(mào)易條款I(lǐng)nternationalAgreements國際協(xié)議 -Internationalbuyinggroups國際采購集團(tuán) -Additionalcosttomanufacturer給廠商帶來附加費用 -Largelyineffective,pricenegotiationstilllocal很大程度上是無效的,價格仍由當(dāng)?shù)卣勁?8ImplicationsforManufacturers對廠商的啟示Shiftinbalanceofpower勢力平衡的轉(zhuǎn)變Alignmentwithwinningretailer與成功的零售商結(jié)盟Changingtermsoftrade改變貿(mào)易條款I(lǐng)nternationalpromotion國際促銷ImplicationsforManufacturers–

Internationalisation對廠商的啟示-國際化Opportunitiestopromotebrandacrosstheworld有機(jī)會在全世界提升品牌知名度Fearofdelistingasconcentrationlevelsgrowandretailersmerge

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

對廠商的啟示-折扣店Undoubtedlyagrowthchannelintermsofsalesandconsumeracceptance無庸置疑,無論從銷售方面還是消費者接受度方面,都是一個增長的渠道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ImplicationsforManufacturers對廠商的啟示Shiftinbalanceofpower勢力平衡的轉(zhuǎn)變Alignmentwithwinningretailer與成功的零售商結(jié)盟Changingtermsoftrade改變貿(mào)易條款I(lǐng)nternationalpromotion國際促銷Ignoreorsupplydiscounters?不理睬或供應(yīng)產(chǎn)品給折扣店？Createdominantbrand建立強(qiáng)勢品牌ImplicationsforManufacturers–PrivateLabel

對廠商的啟示-自有品牌

Createdominantbrand建立強(qiáng)勢品牌

Increasinglylimitedopportunitiesforanythingmorethantoponeortwobrandsinstores超過店內(nèi)前一兩名的品牌，對任何自有品牌來說機(jī)會都越來越有限ShareofUKCrispMarket英國（餅干）市場的份額44Source:IRI自有品牌 其他品牌ImplicationsforManufacturers–PrivateLabel

對廠商的啟示-自有品牌

Createdominantbrand建立強(qiáng)勢品牌

Increasinglylimitedopportunitiesforanythingmorethantoponeortwobrandsinstores超過店內(nèi)前一兩名的品牌，對任何自有品牌來說機(jī)會都越來越有限Biggestthreatsinbulk,lowmargin,commoditisedlines最大的威脅來自批量購買、低利潤、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投資在最有利潤的、

有領(lǐng)導(dǎo)力的優(yōu)勢產(chǎn)品上Createpointofdifference,prevent‘metoos’創(chuàng)造獨特的賣點,防止”跟隨”Aggressivepromotionalstrategytopushbrandandgain‘categorycaptaincy’采用進(jìn)攻型的促銷策略來推動品牌,獲得”品類之首”的地位(領(lǐng)導(dǎo)品牌)45ImplicationsforManufacturers對廠商的啟示Shiftinbalanceofpower勢力平衡的轉(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)勢品牌Fundpricecuts支持削價ImplicationsforManufacturers–PriceWars

對廠商的啟示-價格戰(zhàn)Costsqueezepassedontomanufacturers給廠商帶來成本壓縮Greaterexpenseinsupplyingretailerswithapromotionalstrategyduetoexclusivity因為零售商的排他性促銷策略,使得廠商付出更大的代價47ImplicationsforManufacturers對廠商的啟示Shiftinbalanceofpower勢力平衡的轉(zhuǎn)變Alignmentwithwinningretailer與成功的零售商結(jié)盟Changingtermsoftrade改變貿(mào)易條款I(lǐng)nternationalpromotion國際促銷Ignoreorsupplydiscounters?不理睬或供應(yīng)產(chǎn)品給折扣店？Createdominantbrand建立強(qiáng)勢品牌Fundpricecuts支持削價Developshelfreadypackaging發(fā)展貨架專用包裝ImplicationsforManufacturers–CostReduction

對廠商的啟示-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: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對廠商的啟示Shiftinbalanceofpower勢力平衡的轉(zhuǎn)變Alignmentwithwinningretailer與成功的零售商結(jié)盟Changingtermsoftrade改變貿(mào)易條款I(lǐng)nternationalpromotion國際促銷Ignoreorsupplydiscounters?不理睬或供應(yīng)產(chǎn)品給折扣店？Createdominantbrand建立強(qiáng)勢品牌Fundpricecuts支持削價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無線電頻率識別技術(shù)-廠商投資較大,回報不確定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-高度的價格透明度,衡量標(biāo)準(zhǔn)是價格而非質(zhì)量51ImplicationsforManufacturers對廠商的啟示Shiftinbalanceofpower勢力平衡的轉(zhuǎn)變Alignmentwithwinningretailer與成功的零售商結(jié)盟Changingtermsoftrade改變貿(mào)易條款I(lǐng)nternationalpromotion國際促銷Ignoreorsupplydiscounters?不理睬或供應(yīng)產(chǎn)品給折扣店？Createdominantbrand建立強(qiáng)勢品牌Fundpricecuts支持削價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Key

issuesforretailers零售商的關(guān)鍵問題Implicationsformanufacturers對廠商的啟示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,沃爾瑪計劃增加酒類銷售TeamedupwithDiageotodevelopnewmerchandisingideasandproducts與”帝亞吉歐”合作,開發(fā)新的商品廣告推銷概念和產(chǎn)品Process過程Storevisits–Sawcaramelflavourmilkdrink門店拜訪-發(fā)現(xiàn)了有焦糖口味的牛奶飲料Wal-MarturgedDiageotodevelopanalcoholicversion

沃爾瑪迫切希望”帝亞吉歐”開發(fā)含酒精的產(chǎn)品Result結(jié)果DiageodevelopedCaraluna，Diagel開發(fā)出了CaralunaRapidproducttestinginselectedstores

快速選擇門店進(jìn)行產(chǎn)品測試RenamedDulsedafortrademarkreasons因商標(biāo)原因重新命名為DulsedaDiageonamedCategoryCaptainforspiritsDiagel命名該品類的主打為”Spirits”SelectedstoresinUS,tripledshelfspacedevotedtospirits在美國選擇門店,將三倍的貨架空間讓給”Spirits”PromotedinendaislepositionTG促銷Nationalroll-out全國推廣56沃爾瑪和帝亞吉歐Manufacturers’Response廠商的回應(yīng)Collaboration協(xié)作Mergers&Acquisition合并&收購Restructuring重組57Manufacturers’Response–Mergers&Acquisitions

廠商的回應(yīng)-合并&收購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&個人護(hù)理Shifttofastgrowing,highermarginproducts向高增長、高利潤產(chǎn)品轉(zhuǎn)移Costsavings–R&D,distributionandmarketing節(jié)約成本-研發(fā),分銷,市場Globalscale–focusondevelopingmarkets全球范圍-聚焦發(fā)展中市場AccelerationofGillettebrandsinexistingfastgrowingP&Gmarkets–China,Russia,Mexico,Turkey

在現(xiàn)有P&G快速增長的市場加速吉列品牌發(fā)展-中國,俄羅斯,墨西哥,土耳其Strongernegotiatingpowerwithretailers與零售商談判,處于更強(qiáng)勢的地位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 -strongbrands(appealtoconsumerandretailer)

強(qiáng)勢品牌(對消費者和零售商有吸引力) -productinnovation(growssalesandprofits)

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

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

internationally)分享當(dāng)?shù)厥袌龅那闆r(幫助零售商的國際擴(kuò)張)59Manufacturers’Response廠商的回應(yīng)Collaboration協(xié)作Mergers&Acquisition合并&收購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)簡化-快速決策,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,每個國家的公司都是獨立運(yùn)營的61Generatecostsavingswhichcanbereinvestedintogrowingbrands

節(jié)約的費用重新投資于品牌發(fā)展上Withaspreadofbrandsacrosstheshopfloor,aimtoprovideuniqueshopperinsighttoretailers通過店內(nèi)品牌傳播,目標(biāo)在于為零售商提供獨特的購物者認(rèn)知RetailerIssues零售商問題Size

規(guī)模Internationalisation

國際化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對廠商的啟示Shiftinbalanceofpower向勢力均衡轉(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)勢品牌Fundpricecuts

支持削價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Restructure重組GlobalRetailTrends–Summary全球零售趨勢-概述Source:M+MPlanetRetailLtd–WhatwillhappeninChinainthecomingyears?

未來幾年，中國將會發(fā)生什么?BigStoreformats大賣場業(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?誰將贏得比賽？百萬客戶大拜訪64一、課程目的

1、持續(xù)推動主顧300（讓業(yè)務(wù)員有機(jī)會做）

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)員會做）二、過程：三、內(nèi)容1、理念篇--知道和不知道？2、拜訪篇--心動不如行動3、話術(shù)篇--完美的拜訪是設(shè)計出來的65

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