战略性的零售管理

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styles,Second level,Third level,Fourth level,Fifth level,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,战略性的零售管理,1,商业变革组织模型阶段,Sources : The Sibbet/Le Saget - Stages of Organization Model, (c)1998 The Grove Consultants International,2,成功地,适应,和,变化,“Leadership is ACTION not Position”,3,?,燃油,E,F,速度,012,knot,风向,S,W,N,E,深度,位置,11.11,N - 11.11W,99.99,N - 99.99W,水流,目的地,规划你的未来,PLAN YOUR FUTURE,增长营业的战略,STRATEGY FOR GROWTH,Where are we TODAY ?,今天我们处在什么位置,?,Where do we want to be in the FUTURE ?,将来我们打算要到达哪里 ?,HOW do we get there ?,我们怎样到达那里 ?,On TRACK ?,我们选择什么样的路线 ?,4,Key Ingredients for Success:,成功的关键因素,:,Right,Strategy,1. 正确的目标,Right,Capabilities,2.一定的能力,Right,Execution,3.正确的执行力,5,什么是正确的,零售,策略,?,“,领导是行动不是职位”,目前的状况,目标,蓝图,任务,把你的公司转变为世界级的零售商是需要稳定的销售额和利润的增长,在你们的市场里，成为,第一,零售商,1.,Right,Strategy,2.,Right,Capabilities,3.,Right,Execution,6,零售,战略规划过程,环境,分析,关键问题,战略,愿景,目标,L,业务层面,的计划,操作层面的计划,完成公司层面战略计划,7,战略计划的层面,战略的实施,公司的,任务& 目标,业务部门的目标,功能操作部门,的目标,公司的-,战略,业务部门的,战略,功能部门的,战略,公司管理,机构的设计,业务部门,管理机构的设计,功能操作部门管理,机构的设计,目标的制订,战略的制订,公司层面,的计划,业务层面,的计划,操作层面的计划,8,策略意向,目前的局势,市场定位,S.W.O.T,优劣势分析,主要论点举例,销售额是正在下降吗？,利润是在很大压力下取得？,目前的损耗是不可接受的？,运营费用太高吗？,后勤（职能部门）的效率很低吗？,人力资源有问题吗？,发展的核心才能是：,营运的优点,人力资源,生鲜管理,品类管理,风险管理,门店的规划和发展,将来的状况,IGA,商标就是保证顾客忠诚度的王牌,IGA,社区店深植人心,IGA,多模式发展,IGA,便利店,IGA,便利超市,IGA,标准超市,IGA,高级标准超市-大卖场,IGA,学院（在线测试），,IGA,会员交流，国际交易体系,IGA,零售商,在该行业控制市场份额达到或大于？成为市场第一,1.,Right,Strategy,2.,Right,Capabilities,3.,Right,Execution,正确的策略,个人的杠杆标准（标杆）来改进价格和利润,评论市场计划,库存减少计划,需要转运的门店确认位置并回顾损耗的过程,评论分类策略，建立空间管理,依据品类管理原则发展价格策略改进利润和竞争地位,对后勤部门做总评论改进服务水平，运输计划和成本效率,建立生鲜的标准实施质量控制体系,减少总营运费用的途径,人力资源培训和发展计划,IGA,标准-建立,IGA,模范店改进门店的运营管理和商品标准,9,会员,-,改革经营策略计划的过程,阶段,1,：,“建立转变代理商做向导”,可持续转变的内部需求,内外部的,-,当前状况的评估,依据将来公司的需求选择转变代理商,阶段,2,：,“内部资源最大化”,建立打造人才的计划来满足那些需求,标准（标杆）,-,内部的（全公司最好的）,阶段,3,：,“中国,/,国际最好的实践者”,知识交流,-,国际旅行和交流活动,国际课程和会议,标准（标杆）,-,外部（全行业最好的）,阶段,1,阶段,2,阶段,3,10,零售战略,定位,公司战略,改进,公司战略,品类规划,网圈,/,网点,设计,/,计划实施,/,评估,品类管理,规划过程,11,完成,全公司战略计划,规划过程,环境,分析,关键问题,战略,愿景,目标,L,业务层面的计划,BSC page 1,操作层面的计划,BSC page 1,完成公司层面战略计划,BSC,平衡记分卡,12,零售业态,-,百货,060217.ppt,门店业态,/,定位,门店业态,060123.ppt,13,2002,年所占的百分比结果,在低价折扣店购买食品的,像,Wal-Mart,（沃尔玛）, Kmart,（凯玛特）,or Target,（美国塔吉特,）,28,在仓储会员店购买食品的,像,BJs, Costco,（好事多）,或者,Sams,（山姆会员店）,16,在低价,/,品种有限,/,装饰简朴的店购买食品的,10,像,Aldi,（德国阿尔迪）或者,Save-A-Lot,购物者购买食品可选择的渠道,MarketPlace2- mandarin.ppt,14,SUPERVALU,定位,方法，措施,操作模式,结合市场和,商业管理,可变操作的结合是：,别于竞争对手,的差异,制订能达到行业第一，或第二的措施,符合顾客消费,的发展趋势,参与商务,得到操作模式的支持,15,SUPERVALU,定位,方法措施,操作模式,方案是如何创建和传达的,:,运作过程,商业结构,管理体系,技能,/,能力,文化,16,商圈分析,17,选择门店的位置,步骤,1:,评估可选择的地理区域,依据居住群和存在的零售商选择商圈区域,步骤,3:,选择位置的类型,步骤,2:,决定是一个单店形式存在还是座落,在规划商务区中,步骤,4:,分析可选择的网点已经包括了那些特殊,的零售网点类型,18,商圈当前的情况和计划发展方向,19,地理信息系统软件演示,- A,20,地理信息系统软件演示,- B,21,商圈分级图,22,分级商圈的描绘,23,商圈和门店的类型,最大,商圈,最小,百货店,/,大商场,超级市场,服装店,礼品店,便利店,24,商圈分析模型的比较,类似量模型,衰退模型,引力模型,25,“雷利零售引力法则”,雷利法则是通过确定一个位于两区域间无差异点，根据此点来确定商圈的大小。,该法则表明特定区域人口越多、消费规模越大、商业基础越发达，对顾客的吸引力就越大，而处于无差别点上的消费者无论到哪里购物利益均等。,“雷利零售引力法则”虽简单易行，但没有考虑交通时间和网点的集散顾客的能力，且该法则并不是确定某一网点的商圈，而是确定某一区域的商圈。,26,雷利法则的缺陷,距离不只是主要街道的，人们也会沿着交叉的接到走较短的距离,花费的时间不是行程距离的反映，很多人更关心他们花费的时间而不是距离,实际距离可能与观念上的不一致,27,哈弗法则,哈弗法则在商品分类的基础上描绘商圈（消费者渴望那些品项）。从购物者家中到可选择的网点的需花费的时间，以及顾客对购物距离和所花费时间的敏感度。,哈弗法则考虑到网点的营业面积、顾客的购物时间、顾客对距离的敏感程度等，经统计计算可得出消费者从不同距离到目标店购物的概率，根据企业的不同情况设立不同的概率标准，选择一定概率下的距离划定商圈范围。,但哈弗模型也有其缺点，概率值得确定较复杂，而且没有考虑消费者对不同商店的偏好。,28,评估零售商圈的主要考虑因素,人口数量和人口特征,人口总数和密度,年龄段,平均教育程度,常住人口所占百分比,可支配收入,人均可支配收入,职业,分布情况,人口变化趋势,29,评估零售商圈的主要考虑因素,竞争形势状况分析,目前存在的竞争者的数量和规模,各竞争者的优劣势,竞争者短期和长期的变动趋势,市场饱和度,30,零售商圈,评估卡,31,选址,32,概览,步骤,1:,调查不同的商区,步骤,2:,决定开设哪种类型的门店是最好的,步骤,3:,选定具体的商区,步骤,4:,评估不同的店址,这个幻灯片主要介绍步骤,24,33,未规划的商业中心和独立店,34,网点评估,百分百位置,一个普通门店最佳的位置,35,网点评估卡,36,3,、,Right,Execution,3,、,正确执行,IGA Benefits,好处,Comprehensive IGA INSTITUTE Human Resources Training Programs & Business Development Strategy,IGA,全面的人力资源培训和开发计划,IGA,全球运营管理 新概念和知识,IGA International Operational Management Expertise,With the,2,、,Right,Capabilities,2,、,应有的能力,1,、,Right,Strategy,1,、,正确的策略,37,Operational Management Excellence,Auto-replenishment inventory Control and Inventory management system,库存控制的自动补货和库存管理系 统,IGA Certification program,IGA,认证计划,IGA INSTITUTE training Program,IGA,学院培训计划,IGA store assessments,IGA,商场评估,Operational Management Assessments and reporting System such as,运营管理评估和报告系统,.,Front end scanning accuracy report,前台扫描的准确性报告,minus Margin report,负利润报告,Damage report,损坏报告,GIG or IMU report,GIG,或,IMU,报告,Discount report,打折报告,Receiving procedures,收货报告,Fresh Ordering system and procedures,新的订货系统和程序,Assortments report,分类报告,Employees Scheduling,员工工作日程安排,New Ideas.with International Best Practice,IGA,管理执行新概念,.,国际最好的做法,38,发展策略,内部成长,新雇员,积极性,能力,低积极性,能力强,“杰出的人,/,胜利者”,高积极性,能力强,“无用的人,/,失败者”,低积极性,能力弱,高积极性,能力弱,评估体系,培训,39,培训策略,“杰出的人”,高积极性,能力强,高积极性,能力弱,培训,技术技能,管理技能,50%,50%,15%,85%,15%,85%,经理,主管人员,销售前端,1,2,3,40,激励体系,主动性低能力强,“明星”,主动性高高能力,激励系统,激励的施行,平衡积分卡,与奖金系统相连接,LINK,LINK,41,零售,品类战略,规划,公司战略,公司财务和市场目标,公司使命任务,业态和部门战略,消费者,品类计划,品类计划,品类计划,食品,/,乳制品,/,冷冻食品,易腐烂的食物（生鲜食品）,日用品（高频率购买品）,专业部门,42,确定构成各部分品类的产品,根据消费者决定树确定品类结构,零售,品类管理的业务流程,品类角色,计划实施,品类技巧,品类概览,品类定位,品类标准（标杆）,品类评估,品类策略,在门店实施计划,回顾和修订计划,为品类战略做铺垫,发现某些品类的机会,达到或提升品类目标的手段和方法,经营策略,有效的品类组合,采购,价格,促销,和商品供应等活动,43,品类角色,定义,A,目标性品类,通过向目标顾客提供稳定的超值的商品，使企业成为该品类商品的首选提供者,B,常规性品类,通过向目标顾客提供稳定的富有竞争力的，使企业成为该品类商品的优先选择对象,C,季节性品类,通过向目标顾客提供及时性的富有竞争力的商品，加强企业的形象,D,便利性品类,通过向目标顾客提供满足需求的优质商品加强企业的全方位服务的形象,.,零售,品类角色策略,(,品类角色设定先于品类策略,),44,品类角色,战略,商品,技巧,目标性品类,刺激额外增加,增加来客数,增加客单价,赚取毛利,新研制出的汽水,特殊,包装的物件,12L,包装可乐百事,2L,百事，可乐,特制调料,24,包装箱,自有品牌,混合品,品类战略举例,45,注意使用“品类战略地图”来结合品类战略、战术（促销、定价等等）,销售额,毛利率,低,高,高,低,产生利润,保持或提高份额,最重要的利润制造者,产生客流,保持或降低市场份额,最重要的客流制造者,产生利润,保持或提高份额,第二位重要的利润制造者,在不丢失客流的情况下提升利润,保持或降低市场份额,第二位的客流制造者,产生利润,保持或提高份额,常处于产品生命周期的初级阶段,提供不同选择和便利性,提高毛利,旗舰产品,制造现金,保持/提高,带来客流,受影响的,需支持的,46,分层举例,:,咖啡,A B C D E F,47,门店设计,要,和,品类策略,和,品类的角色,相,结合,象限,象限,(,食品,) 40%,象限,象限,区域,区域,区域,区域,(20%),(,生鲜,),区域,(20%),(,包装,),区域,区域,目标性品类,目标性品类,目标性品类,目标性品类,目标性品类,48,货架陈列,要和,品类策略,和,品类的角色,相结合,第,2,步,品类策略覆盖,第,3,步,优化操作方案,增加客流,增加交易,赚毛利,强化印象,儿童,家庭,成人,增加来客数,增加买单额,赚毛利,树形象,第,1,步,将消费者决策树相关品类放在一起,交易趋向,49,陈列,要和,品类策略,和,品类的角色,相,结合,(,改动后,),TOOTHBRUSHES,增加交易,MOUTHWASH,DENTAL FLOSS,赚取毛利,REGULR TOOTHPASTE,增加客流,交易趋向,特殊儿童牙刷,儿童牙刷,儿童涑口剂,普通儿童牙刷,成人牙刷,成人牙刷,牙线,牙线,治疗医用牙刷,假牙,成人涑口剂,普通牙刷,普通牙刷,成人涑口剂,特殊牙刷,特殊牙刷,创造刺激,50,策略,定价,增加客流,高忠诚度商品的价格要有挑战性,增加交易,对量较大的单品打折扣或者多重定价,赚取毛利,在某些有高忠诚度的小类上提价,保住市场,与目标竞争者的价格持平或稍低,创造刺激,降低新商品的价格,加强印象,在形象单品上的价格要有挑战性,品类定价技巧,技巧与品类策略相链接,51,策略,促销,增加客流,集中在家庭普及率高，易耗商品。,增加交易,鼓励销售上涨，促销量大的小类。,赚取毛利,不做降价促销，对高毛利商品进行大力宣传活动,保住市场,集中在目标商品上，大排面陈列,创造刺激,媒体主题，有趣新颖的创新,加强印象,与地方相结合，如慈善活动。,品类促销技巧,技巧与品类策略相链接,52,狗粮,(,干,),狗粮,(,湿,),猫粮,猫非食品,鸟粮,53,增加客流,增加交易,赚取毛利,赚取毛利,树立形象,54,在门店的位置,陈列位的宽高,商品与商品比较分析,调整陈列,货架商品分析,55,一、庆客隆价格策略：,第,1,阶段食品处商品策略。,开始时间：,2006,年,2,月,4,日,(,周六）,价格策略：,高敏感商品,购买频率较高商品,购买频率较低商品,营业额比重,25%,50%,25%,项目数（附名单）,食品,=200,非食品,=100,食品,=1000,非食品,=400,食品,=4135,非食品,=3353,定价原则,低于竞争对手,2%,平于竞争对手,该类品项价格高于竞争对手,2-4%,市调频率,食品、非食至少每周一次,食品,2,周,/,次，非食品,1,月,/,次,两周一次（,500,个单品）,调查部门,门店,门店（门店市调价格周三发到商品部）,商品部,定价部门,门店,商品部,商品部,价格管理,所有门店执行市场价格,所有门店执行同样价格（,9#,除外）,所有门店执行同样价格（,9#,除外）,目标竞争者,食品、非食品为针对性竞争店，其他的竞争对手选择性调查,食品、非食品为针对性竞争店，,其他的竞争对手选择性调查,食品、非食品为针对性竞争店其他的竞争对手选择性调查,新价申请日,每周五,星期五,星期五,价格单修订期,半年,半年,半年,56,种类的挑战,单品数多等于收益多吗？,多少单品数是合适的？,57,超 市 商 品 结 构 考 评 表,58,%,of,品项数,100%,80%,60%,40%,20%,0%,0 20 40 60,-,-,-,-,-,%,品类销售占比,零售,市场,品项,主要的,工具,-,市场覆盖率,80 100,59,品类戰術的五種範圍,在品类管理過程中，品类戰術經常建立在下列五種範圍,IGA,门店运营控制报表,.ppt,商品組合,訂價,促銷,貨架陳列管理,商品供应,60,MostLeast,Brand Equity Differentiation,品牌平衡,IGA,零售轮廓分析-改进区域,零售第一,零售第二,零售第三,Performance = % who strongly agree & agree,Low Price for most items,High quality of fresh food,Good quality of instant cooked food,Good range of fresh products,Always have what I want in stock,0,25,50,75,100,便利,离家很近,在一个店里我能找到我需要的所有东西,我需要的能很容易很快的找到,杂货商品物有所值,员工提供好的服务,商品项齐全,对高质量的商品有较好的选择,具有吸引力和有趣的促销,商品陈列摆放的很好,现代化舒适的门店,规模,干净卫生的门店,高效的付帐柜台,宽敞的停车场,提供他们的杂货的自有品牌,1.,Right,Strategy,2.,Right,Capabilities,3.,Right,Execution,什么是正确的执行,?,高质量的生鲜食品,61,正确的执行,零售,战略计划,通过改进创新的公式可以引导营业增长,品牌的定位-区分品牌的不同,1.,Right,Strategy,2.,Right,Capabilities,3.,Right,Execution,price level, promotions, price perception,quality, assortment, presentation,store location, lay-out and convenience,level of customer service and support,store ambience, shopping experience,价格水平,促销,价格印象,质量，,分类, 陈列展示,门店位置,布局便利,顾客服务水平的支持,门店，气氛 购物感受,0,1,2,3,4,5,价格,商品,路径,服 务,感 受,同样的改进公式,现在的超市,将来的,IGA,超市,不同的公式,现在的超市,将来的,IGA,标准超市,62,MANAGEMENT TRAINEE PROGRAM,管理层的培训项目,Objective,: To develop a skillful and well attitude manager to place in Supermarket Store.,目的：发展培养一个高技能、态度端的经理放到门店（店总经理）,= 480,Days,Store,Orientation,(New Recruit),Back-End,Training,后台培训,Front-End,Training,前台培训,Groceries &,Fresh Food,食品生鲜,Project,项目,15,Days,45,Days,45,Days,75,Days,120,Days,Store Orientation (15d):,门店定位,Retail mind set and terminology,零售思想的建立和专业术语,Rule and Regulation,规章制度,Store Layout,门店布局架构,Intro to Retail Mgt.(3d):,介绍零售的管理,Company Vision, Mission and Strategy,公司原景、规划和任务,Building retail mind set,建立零售理念,Toward International Best Practice,向最好的国际学习,Introduction to Retail Concept,介绍零售的概念,Understand how customer make buying decision,理解如何让顾客做卖的决定,Retail Pricing Strategy,零售价格策略,Manager Role,经理的角色,Class Room: (5 days),Inventory & Stockroom Management.,库存商品的管理,Distribution Chain,分配链,Receiving Standard,接收标准,Back-End System,后台系统,F.I.F.O,Loss Prevention,预防损耗,Visit D/C facilities,参观配送中心的设备设施,Store OJT: (40 days),On the Job Training, the learner will be able to understand correctly overall back-end mgt.,在门店给一个岗位实践，学习者将正确理解全部的后台管理,Evaluation methods,评估方法,:,Wr