现代渠道全球趋势课件.ppt

《现代渠道全球趋势课件.ppt》由会员分享，可在线阅读，更多相关《现代渠道全球趋势课件.ppt（63页珍藏版）》请在三一办公上搜索。

1、,GLOBALRETAILTRENDS:IMPLICATIONSFORMANUFACTURERS全球零售趋势:对厂商的启示,Global Retail Trends 全球零售趋势,Key issues for retailers 零售商的关键问题Implications for manufacturers 对厂商的启示Manufacturers response 厂商的回应,2,Size 规模Internationalisation 国际化Concentration 集中化Multi-channels 多渠道Discounters 折扣店Private label 自有品牌Cost reduc

2、tion strategies 成本降低策略,Key Issues for Grocery Retailers 食品/杂货零售商的关键问题,3,Retailers Are Getting Bigger 零售商日益强大,Note:*growth rates calculated in local currency 备注:*增长率采用本国货币计算Source:M+M Planet Retail Ltd 数据来源:M+M Plant 零售有限公司,Retail Banner Sales Growth,1999-2009 EUR bn有代表性的零售商的销售增长,1999-2009(单位:10亿欧元),

3、4,Size 规模Internationalisation 国际化,Key Issues for Grocery Retailers 食品/杂货零售商的关键问题,5,Retailers Are Becoming More International 零售商越来越国际化,6,Formation of International Buying Groups国际采购机构,Carrefour World Trade-CWT 家乐福 世界贸易机构Ahold Central Europe ACE 阿霍德 欧洲中央机构Metro ICA(International Co-operation Agreemen

4、t)麦德龙 国际合作机构Wal-Mart Global Supplier Development and Global Supplier Procurement 沃尔玛 全球供应商发展与采购机构,7,Size 规模Internationalisation 国际化Concentration 集中化,Key Issues for Grocery Retailers 食品/杂货零售商的关键问题,8,Source:M+M Planet Retail Ltd,Growing Levels of Concentration 集中化发展水平,9,市场份额%,波兰 土耳其,Size 规模Internation

5、alisation 国际化Concentration 集中化Multi-channels 多渠道,Key Issues for Grocery Retailers 食品/杂货零售商的关键问题,10,Multi-Channel Approach 多渠道发展,11,零售商 大卖场 超市 折扣店 便利店 现金 药店 电子商务,Size 规模Internationalisation 国际化Concentration 集中化Multi-channels 多渠道Discounters 折扣店,Key Issues for Grocery Retailers 食品/杂货零售商的关键问题,12,Discoun

6、ters Rapid Sales and Store Growth折扣店:门店数量和销售快速增长,Source:M+M Planet Retail Ltd,13,在欧洲的折扣店,单位:百万欧元 门店数量,14,France,Spain,Russia,Finland,Romania,UK,Germany,Sweden,Norway,Poland,Ukraine,Estonia,Latvia,Iceland,Hungary,Czech Republic,Slovakia,Italy,Austria,Switzerland,Croatia,Denmark,Luxembourg,Slovenia,Cy

7、prus,Greece,Portugal,Lithuania,Ireland,Netherlands,Belgium,Discounters Penetration Rates Across Europe 2009折扣店:2009年欧洲渗透率,渗透率20.1%的国家,渗透率为10.1-20%的国家,渗透率为5.1-10%的国家,渗透率5%的国家,Discounters-Evolving Ranges 折扣店-品类发展,15,Rise of The Discounters 折扣店数量上升,“Discounting will become more important.Supermarkets h

8、ave got to have an answer to discounters.They have to harness technology and be able to be full-range discounters.And there is an opportunity to do that.”折扣的形式变得越来越重要,超市也不得不对折扣店作出回应.超市必须利用技术手段，将折扣这一形式在全品类推广,超市是有机会这么做的.,16,Terry Leahy,CEO Tesco乐购CEO,特里莱希,Retailers Response To Discounters 零售商对折扣店的回应,P

9、rivate label 自有品牌Discount formats 折扣店业态Price wars 价格战Cost reduction programmes-shelf ready packaging,supply chain efficiencies 成本降低项目-货架专用包装(为方便上货而生产的包装形式,可以将整个包装放到货架上)、供应链效率,17,Size 规模Internationalisation 国际化Concentration 集中化Multi-channels 多渠道Discounters 折扣店Private label 自有品牌,Key Issues for Grocery

10、 Retailers 食品/杂货零售商的关键问题,18,Private Label 自有品牌,Initially developed to fend off the discounters 开发自有品牌是为了避开折扣店的竞争Multi-purpose weapon 多功能的武器-tiered pricing structure 多层次的价格体系-brand builder 品牌建立者-margin generator 利润创造者-brand rationalisation 品牌合理化,19,Private Label Retailer Penetration Rates%自有品牌-零售商渗透率

11、%,20,Source:M+M Planet Retail Ltd,阿尔迪(德国)乐购沃尔玛家乐福阿霍德欧尚麦德龙,Private Label-Carrefour Tiered Approach 自有品牌-家乐福产品层级,No.1-below hard discount 第1层级-超低价产品（低品牌关注度）Products Carrefour International-competes with hard discount 与低价产品竞争的产品（关注品牌的）Carrefour-standard priced range 正常价格范围的产品Premium specialist ranges 高

12、附加值产品,21,Private label-Margin builder 自有品牌-利润创造者,Source:UK Competition Commission,22,Private Label Brands in Danger 自有品牌-使众多品牌身处险境,Share of UK Crisp Market英国（饼干）市场的份额,23,Source:IRI,自有品牌 其他品牌,Size 规模Internationalisation 国际化Concentration 集中化Multi-channels 多渠道Discounters 折扣店Private label 自有品牌Cost reduc

13、tion strategies 成本降低策略,Key Issues for Grocery Retailers 食品/杂货零售商的关键问题,24,Cost Reduction 成本降低,Shelf ready packaging 货架专用包装Supply chain efficiencies 供应链效率 RFID(Radio Frequency Identification)无线电频率识别技术 Data sharing 数据分享 B2B exchanges 企业对企业的电子商务交换平台,25,Cost Reduction Shelf Ready Packaging 成本降低-货架专用包装,10

14、,000 products in its SRP initiative in 2005/06 2005-2006，10,000种产品主动采用了货架专用包装Three key criteria:easy to recognise,easy to open and one touch shelf replenishment 三个关键标准:容易辩认、容易开箱、容易上货Working with Unilever and McVities 与联合利华和McVities通力合作Looking to extend initiative to chilled and fresh groceries 计划率先扩

15、展至冷冻和生鲜杂货Reduction of handling costs by 18%经营费用下降18%,26,乐购,Cost Reduction RFID(Radio Frequency Identification)成本降低-无线电频率识别技术,Phase 1 launched November 2004 第一阶段于2004年11月上线Focussed on tracking incoming and outgoing shipments as well as automatic reconciliation of shipments with shipping documents acr

16、oss three retail sales divisions.在麦德龙的三个部门跟踪产品出/入库，也可以根据运货单据自动调节出货20 suppliers,with a range of products,are sending RFID-tagged shipments to Metro.从一个产品线选出的20个供应商，运送带有RFID标签的货物至麦德龙,27,Results-faster unloading and checking in for RFID shipments of around 15 to 20 minutes per truck,as well as early id

17、entification and elimination of weak spots in handling process.结果-运用RFID技术，每辆货车的检查及卸载时间缩短了15-20分钟左右，也及早地辨别并纠正操作过程中的薄弱环节。End 2005 aims to have 100 companies in its supply chain sending RFID-tagged shipments 2005年末有100家公司在供应链中使用RFID-标签交货2006-Tagged shipments from top 300 suppliers 2006年-前300名供应商使用RFID

18、-标签交货,Cost Reduction Data Sharing 成本降低-数据分享,Retail Link 零售链接Aim to achieve total transparency throughout supply chain 达到整个供应链环节全部透明化Daily,if not hourly,data on sales 每日，要么每小时，销售数据分享Ability to complete supplier agreements online and business information 在线完成供应商协议和商业信息的能力Fundamental Change from advers

19、arial to collaborative relationship with P&G 与P&G从对手到合作关系的根本性转变Rolled out to most suppliers 推广至更多的供应商,28,沃尔玛,Cost Reduction Data Sharing成本降低 数据分享,Smoothing Demand EDLP 需求畅通-每天低价CPFR Collaborative Planning,Forecasting and Replenishment 合作完成计划编制、预测和补给VMI Vendor Managed Inventory 供应商管理库存Just-in-Time de

20、livery 及时送货,29,Cost Reduction B2B Exchanges成本降低-电子商务交换平台,Member of WWRE 全球零售交易联盟成员Used to source cheap,commodity products,for example packaging products NFR(not for resale)可以得到便宜的基础商品、日用商品，如：包装产品（不是为了大宗转售）Moved from sourcing commodity items to economy range,private label lines such as yoghurts 从基础、日

21、用商品向经济类商品、自有品牌类商品转移，如：酸乳酪Reported that it has achieved substantial savings through WWRE 据称，通过WWRE该公司已经达到“真正的”节约,30,Size 规模Internationalisation 国际化Concentration 集中化Multi-channels 多渠道Discounters 折扣店Private label 自有品牌Cost reduction strategies 成本降低策略,Key Issues for Grocery Retailers Summary:食品/杂货零售商的关键问

22、题汇总,31,Implications for Manufacturers 对厂商的启示,Shift in balance of power 势力平衡的转变Alignment with winning retailer 与成功的零售商结盟Changing terms of trade 改变贸易条款International promotion 国际促销Ignore or supply discounters?不理睬或供应产品给折扣店？Create dominant brand 建立强势品牌Fund price cuts 支持削价Develop shelf ready packaging 发展货

23、架专用包装Invest in new supply chain technologies 投资先进的供应链技术Effective category management 有效的品类管理,Implications for Manufacturers 对厂商的启示,Shift in balance of power 势力平衡的转变,Implications for Manufacturers Size 对厂商的启示-规模,Shift in balance of power 势力平衡的转变,34,Consumer消费者,Retailer零售商,Manufacturer厂商,Old Power Tri

24、angle 旧的势力三角图,Consumer消费者,Retailer零售商,Manufacturer厂商,New Power Triangle 新的势力三角图,Implications for Manufacturers 对厂商的启示,Shift in balance of power 势力平衡的转变Alignment with winning retailer 与成功的零售商结盟,Implications for Manufacturers Size 对厂商的启示-规模Alignment with winning retailer 与“成功的”零售商结盟,36,Source:SEC most

25、 recently filed 10K reports for the relevant companies.,Wal-Mart as a%Total Net Sales(%)for Assorted Suppliers沃尔玛占供应商总净销售的%,露华浓宝洁吉列卡夫,Implications for Manufacturers 对厂商的启示,Shift in balance of power 势力平衡的转变Alignment with winning retailer 与成功的零售商结盟Changing terms of trade 改变贸易条款,Implications for Manufa

26、cturers Internationalisation 对厂商的启示-国际化,Price Harmonisation 价格一致-net/net price comparisons 净价格比较-price corridor 价格差异化较小,Changing terms of trade 改变贸易条款,International Agreements 国际协议-International buying groups 国际采购集团-Additional cost to manufacturer 给厂商带来附加费用-Largely ineffective,price negotiation stil

27、l local 很大程度上是无效的,价格仍由当地谈判,38,Implications for Manufacturers 对厂商的启示,Shift in balance of power 势力平衡的转变Alignment with winning retailer 与成功的零售商结盟Changing terms of trade 改变贸易条款International promotion 国际促销,Implications for Manufacturers Internationalisation 对厂商的启示-国际化,Opportunities to promote brand acros

28、s the world 有机会在全世界提升品牌知名度Fear of delisting as concentration levels grow and retailers merge 担心因集中化水平增长和零售商合并而被逐出市场,40,Implications for Manufacturers 对厂商的启示,Shift in balance of power 向势力均衡改变Alignment with winning retailer 与获胜的零售商结盟Changing terms of trade 改变贸易条款International promotion 国际促销Ignore or s

29、upply discounters?不理睬或供应产品给折扣店？,Implications for Manufacturers Discounters 对厂商的启示-折扣店,Undoubtedly a growth channel in terms of sales and consumer acceptance 无庸置疑,无论从销售方面还是消费者接受度方面,都是一个增长的渠道Signs that Aldi and Lidl are creating more opportunities for brands 迹象表明Aldi 和Lidl 为品牌商品创造出更多机会,42,Supply priva

30、te label low costs not sustainable 供应自有品牌-难以支撑低成本Supply branded product lines fear of antagonising mainstream grocers供应系列品牌产品-担心主流杂货商的反对,Implications for Manufacturers 对厂商的启示,Shift in balance of power 势力平衡的转变Alignment with winning retailer 与成功的零售商结盟Changing terms of trade 改变贸易条款International promoti

31、on 国际促销Ignore or supply discounters?不理睬或供应产品给折扣店？Create dominant brand 建立强势品牌,Implications for Manufacturers Private Label对厂商的启示-自有品牌Create dominant brand 建立强势品牌,Increasingly limited opportunities for anything more than top one or two brands in stores 超过店内前一两名的品牌，对任何自有品牌来说机会都越来越有限,Share of UK Crisp

32、Market英国（饼干）市场的份额,44,Source:IRI,自有品牌 其他品牌,Implications for Manufacturers Private Label对厂商的启示-自有品牌Create dominant brand 建立强势品牌,Increasingly limited opportunities for anything more than top one or two brands in stores 超过店内前一两名的品牌，对任何自有品牌来说机会都越来越有限Biggest threats in bulk,low margin,commoditised lines 最

33、大的威胁来自批量购买、低利润、日用品系列Trim tail end off product range(slow moving lines)排除产品线末端的产品(可以清除销售较慢的产品)Need to create innovative products 需要产品创新Invest in most profitable,leading edge products 投资在最有利润的、有领导力的优势产品上Create point of difference,prevent me toos 创造独特的卖点,防止”跟随”Aggressive promotional strategy to push br

34、and and gain category captaincy 采用进攻型的促销策略来推动品牌,获得”品类之首”的地位(领导品牌),45,Implications for Manufacturers 对厂商的启示,Shift in balance of power 势力平衡的转变Alignment with winning retailer 与成功的零售商结盟Changing terms of trade 改变贸易条款International promotion 国际促销Variable pack sizes 可变的包装规格Ignore or supply discounters?不理睬或供

35、应产品给折扣店？Create dominant brand 建立强势品牌Fund price cuts 支持削价,Implications for Manufacturers Price Wars对厂商的启示-价格战,Cost squeeze passed onto manufacturers 给厂商带来成本压缩Greater expense in supplying retailers with a promotional strategy due to exclusivity 因为零售商的排他性促销策略,使得厂商付出更大的代价,47,Implications for Manufacture

36、rs 对厂商的启示,Shift in balance of power 势力平衡的转变Alignment with winning retailer 与成功的零售商结盟Changing terms of trade 改变贸易条款International promotion 国际促销Ignore or supply discounters?不理睬或供应产品给折扣店？Create dominant brand 建立强势品牌Fund price cuts 支持削价Develop shelf ready packaging 发展货架专用包装,Implications for Manufacturer

37、s Cost Reduction对厂商的启示-成本降低Develop shelf ready packaging 发展货架专用包装,SRP shelf ready packaging 货架专用包装 Opportunity for manufacturers to create attractive,easy to use,visible product packaging 厂商的机会:创造有吸引力的、易于使用的、醒目的产品包装,49,The good.好的,the bad.差的,.and the ugly丑陋的,Implications for Manufacturers 对厂商的启示,Shi

38、ft in balance of power 势力平衡的转变Alignment with winning retailer 与成功的零售商结盟Changing terms of trade 改变贸易条款International promotion 国际促销Ignore or supply discounters?不理睬或供应产品给折扣店？Create dominant brand 建立强势品牌Fund price cuts 支持削价Develop shelf ready packaging 发展货架专用包装Invest in new supply chain technologies 投资先

39、进的供应链技术,Implications for Manufacturers Cost Reduction对厂商的启示-成本降低Invest in new supply chain technologies 投资先进的供应链技术,RFID Big investment by manufacturer,uncertain return 无线电频率识别技术-厂商投资较大,回报不确定Data sharing/EDI collaboration is the way forward 数据分享/电子数据交换-协作是发展的方向B2B exchanges greater price transparency

40、,key criteria is price not quality 电子商务交换平台-高度的价格透明度,衡量标准是价格而非质量,51,Implications for Manufacturers 对厂商的启示,Shift in balance of power 势力平衡的转变Alignment with winning retailer 与成功的零售商结盟Changing terms of trade 改变贸易条款International promotion 国际促销Ignore or supply discounters?不理睬或供应产品给折扣店？Create dominant bran

41、d 建立强势品牌Fund price cuts 支持削价Develop shelf ready packaging 发展货架专用包装Invest in new supply chain technologies 投资先进的供应链技术Effective category management 有效的品类管理,Brands品牌商品,Discounters折扣店,Private Label自有品牌,Non-Foods e.g.Clothes,Electrical非食品类,象衣服电器等,Implications for Manufacturers Pressure on brands 对厂商的启示-品

42、牌商品的压力Effective category management 有效的品类管理,53,Global Retail Trends 全球零售趋势,Key issues for retailers 零售商的关键问题Implications for manufacturers 对厂商的启示Manufacturers response 厂商的回应,54,Manufacturers Response 厂商的回应,Collaboration 协作Mergers&Acquisition 合并&收购Restructuring 重组,55,&,Manufacturers Response Collabor

43、ation 厂商的回应-协作,Aim 目标In 2003,Wal-Mart planned to increase alcohol sales 2003年,沃尔玛计划增加酒类销售Teamed up with Diageo to develop new merchandising ideas and products 与”帝亚吉欧”合作,开发新的商品广告推销概念和产品Process 过程Store visits Saw caramel flavour milk drink 门店拜访-发现了有焦糖口味的牛奶饮料Wal-Mart urged Diageo to develop an alcoholi

44、c version 沃尔玛迫切希望”帝亚吉欧”开发含酒精的产品Result 结果Diageo developed Caraluna，Diagel开发出了CaralunaRapid product testing in selected stores 快速选择门店进行产品测试Renamed Dulseda for trademark reasons 因商标原因重新命名为DulsedaDiageo named Category Captain for spirits Diagel 命名该品类的主打为”Spirits”Selected stores in US,tripled shelf space

45、 devoted to spirits 在美国选择门店,将三倍的货架空间让给”Spirits”Promoted in end aisle position TG促销National roll-out 全国推广,56,沃尔玛和帝亚吉欧,Manufacturers Response 厂商的回应,Collaboration 协作Mergers&Acquisition 合并&收购Restructuring 重组,57,Manufacturers Response Mergers&Acquisitions厂商的回应-合并&收购,Procter&Gamble and Gillette 宝洁和吉列,Merg

46、er announced in January 2005 2005年1月宣布合并Aim to boost long-term sales potential 目标是激发长期销售潜能“Unique opportunity to combine two best in class consumer products companies”特殊的机遇让同种产品类型的两家最好的公司合并,Complementary brands health&personal care 品牌互补-健康&个人护理Shift to fast growing,higher margin products 向高增长、高利润产品转

47、移Cost savings R&D,distribution and marketing 节约成本-研发,分销,市场Global scale focus on developing markets 全球范围-聚焦发展中市场Acceleration of Gillette brands in existing fast growing P&G markets China,Russia,Mexico,Turkey 在现有P&G快速增长的市场加速吉列品牌发展-中国,俄罗斯,墨西哥,土耳其Stronger negotiating power with retailers 与零售商谈判,处于更强势的地位

48、,58,+,=,Manufacturers Response P&G 厂商的回应-宝洁,Key messages for retailers 给零售商的关键信息Growing big brands in big countries with winning retailers 在大的国家同”成功的”零售商发展大品牌Aim to be preferred partner for winning retailers 目标倾向于成为”成功的”零售商的合作伙伴Helping retailers take full advantage of P&G strengths 帮助零售商充分发挥宝洁的优势-st

49、rong brands(appeal to consumer and retailer)强势品牌(对消费者和零售商有吸引力)-product innovation(grows sales and profits)产品创新(销售和利益增长)-shopper insights(improve instore experiences)购物者认知(改进店内运作经验)-share knowledge of local markets(helps retailers expand internationally)分享当地市场的情况(帮助零售商的国际扩张),59,Manufacturers Response

50、 厂商的回应,Collaboration 协作Mergers&Acquisition 合并&收购Restructuring 重组,60,Manufacturers Response Restructuring 厂商的回应-重组,Unilever 联合利华Restructured business in 2004 2004年生意重组Simplify worldwide organisation faster decision making,create economies of scale 世界范围内机构简化-快速决策,创造规模经济Company divided into three units