(04)Howdoretailersthink零售商如何思考

1Howdoretailersthink?零售商如何思考Whatarethemainobjectivesofabuyer?采购的主要目标是什么?Pleasegivemeexamples…..请举例…2Thebuyer’sproblem:采购的问题Mycustomer我的消费者MySuppliers我的供应商Mystores我的门店Thestore门店Increaseinsalesandprofitability销售和利润的增长3Thebuyer’sproblem:采购的问题Whatismypriority?什么是优先的?-mycustomer我的消费者-mystores(andmycompetitors)我的门店(和竞争者)-mysupplier我的供应商4Thebuyer’sproblem:采购的问题Inretailing,thereisequivalencebetween:在零售业,下述的增长带来的结果是等值的:A15%increaseinsales销售增长15%A15%increaseinproductivity生产力提升15%A2%improvementinpurchases采购（条款）提升2%5SimpleretailerP&L简单的零售商损益分析year1第1年year2第2年Sales销售额107.5107.5InvoicedSales发票销售额-100.0-100.0Rebates折扣4.04.0operatingcost运营费用-11.0-11.0Profit利润0.50.56SimpleretailerP&L(Salesincreaseof17%)简单的零售商损益分析(销售增长17%)year1year2Sales销售额107.5125.9+17%InvoicedSales发票销售额-100.0-117.1Rebates折扣4.04.7operatingcost运营费用-11.0-11.0Profit利润0.52.57SimpleretailerP&L(Productivityincreaseby18%)简单的零售商损益分析(生产力提升18%)year1year2Sales销售额107.5107.5InvoicedSales发票销售额-100.0-100.0Rebates折扣4.04.0operatingcost运营费用-11.0-9.018%Profit利润0.52.58SimpleretailerP&L(Rebateincreaseby2%)简单的零售商损益分析(折扣增加2%)year1year2Sales销售额107.5107.5InvoicedSales发票销售额-100.0-100.0Rebates折扣4.06.0+2%operatingcost运营费用-11.0-11.0Profit利润0.52.59PaymentTerms/howdotheyimprovethemargin?如何通过帐期条款提升利润?Example举例Averagestockdays:20days平均库存天数:20天(onaverageittakes20daystoselloutthewholeinventoryofthestore)平均计算,销售完店内的全部库存需要20天Averagesuppliercredit:40days供应商的平均帐期:40天InterestrateontheBank:4%银行利率:4%Financialincome:(40days–20days)/360daysx4%=0,222%财务收益(40天-20天)/360天x4%=0,222%Sales销售额107.5InvoicedSales发票销售额-100.0Rebates折扣4.0operatingcost运营费用-11.0fin.Inc.财务收益0.240.22%Profit0.810Thebuyer’sstrategy采购的策略Iwilltrytofindtheeasiestwayfor:为达成如下目标,我将设法找到最容易的方法:Gainsinpurchasing(includingpaymentterms)通过采购谈判获取利益(包括帐期条款)Directlyincreasingsales直接的销售增长Differentiatingonthemarket市场差异化Increasingproductivity生产力提升11Howtoachievegainsinpurchasing?如何在采购方面取得利益?Creatingorganizedbuyingstructures建立有组织的采购架构“Putpressure”onsuppliers给供应商施加压力Usingtheprice/volumeratio运用价量比率Bewelltrained良好的培训Objective:Achievepurchasingpower目标:达到采购能力12HowtoDifferentiatethemselvesonthemarket?如何在市场上自我区分?Creatingadifferentiatingpositiononthemarket在市场上建立差异化的地位Selectingtheproductrangessold选择售卖的产品线Appearanceofamarketingstructure市场营销结构的显现Objective:Usepowerofmarketing目标:运用市场营销的力量13Howtodirectlydevelopsales?如何直接提升销售?Studyingcustomers’buyingbehavior研究消费者的购买习惯Requesting“customized”promotionalactions要求“量身定做”的促销活动Settingupcustomerloyaltyprograms设立消费者忠诚度项目Need:Significantmarketingpower需求:强大的市场营销力14Thebuyer’s/retailer’ssolution:采购/零售商的解决方案Usingthefourstrategiesonebyone:逐一运用四个策略Purchasing采购Differentiation差异化Developingsales发展销售IncreaseProductivity提升生产力Concentrationcapacity集中化能力Differentiatingfeatures差异化特征Consumerinsight消费者认知Internal/External内部/外部15Fromabuyingmindset…toasalesmindset??从传统型采购的思维方式…到销售型采购的思维方式?Fromthetraditionalbuyer:从传统的采购Focussedontheproductofferandprofitability关注产品和利润Verymuchfocussedonhardnegotiation非常多的关注重要的谈判Notveryworriedaboutthestores’customers较少关心门店的消费者Doesnotactmuchintermsofstorearrangement/storeoperations在门店管理/门店运营方面没有太多的行动Managesprocurement采购管理Tothecategorymanager:到品类经理Interestedinthesupplier’sglobalcontribution对供应商的整体贡献感兴趣Looksformutualinterestinnegotiation在谈判中寻求相互的兴趣点Backedupbycustomerresearch根据消费者调研结果Lookstooptimisesalesintheircategoryandpromotionalactions在品类和促销活动上寻求销售最优化Optimiseslogisticscosts优化物流成本16Howretailersandbuyersbuildasupplierstrategy零售商和采购如何构建供应商策略Whatismychainstrategy(howcanIbedifferent?)我的连锁策略是什么?(如何能做到差异化?)Forwhichcustomers?我是为哪些消费者服务的?Withwhichsuppliers?我将选择哪些供应商？17Mychainstrategy我的连锁策略Afterdecidingthechainstrategy(Hypermarket,Supermarket,CVS…)theretailerwillthinkabout:连锁策略决定后(大卖场,超级市场,便利店),零售商将会考虑:TheStores(numberofoutlets,location,size,numberofshelves..)门店(数量,位置,规模,货架数量…)TheRange/Assortment范围/分类18Fromchainstrategytorangestrategy从连锁策略到产品线策略Choiceofmarketsegmentstobecovered涵盖市场分类的选择Numberofproductspersegmentandperpricerangeaccordingtothemarketandchainpositioning按照市场和连锁配置确定每一分类和每一价格范围的产品数量Numberofproductspersegmentaccordingtothesizeofthesegmentandtheavailablespace,aswellasdependantontheoutletsize按照每一分类的规模和可用空间,同时参考门店的规模,细分每一分类产品的数量Allocationofproductstosupplierstakingaccountofcompulsoryproducts(keybrands,productswhicharestrategicforthechain,etc.)考虑必须做的产品(关键品牌,战略性产品等)，安排供应商的产品配置19FromRangestrategytoConsumerstrategy从产品线策略到消费者策略Retailmindset零售思考typeofpromotionalactions,shelfarrangement,pricelevel促销活动的类型,货架管理,物价水平Loyaltymindset忠诚度思考loyaltycards,customizedactions会员卡,量身定做的促销Strategyexample20FromChain,Range,ConsumerStrategy…….Classifyingsuppliers供应商分类Strategic/Tactical/Challenger/Spots战略型/战术型/挑战型/闪电型Toachieveobjectives达成目标Intermsofincreasingsales销售增长Intermsofprofitability利润Tosupplierstrategy从连锁策略,产品线策略,消费者策略,到供应商策略21ClassifyingSuppliers供应商分类Retailerstrategicdirections零售商战略方向Supplier1供应商1Supplier2供应商2Supplier3供应商3Supplier4供应商3Newproducts新产品+++Brand(local,regional)Promotions品牌(当地,区域)促销+++++Merchandisingadvice商品推广建议++Logistic….物流++++CLASSIFICATION分类Strategic战略型Challenger挑战型Spot闪电