(04)Howdoretailersthink零售商如何思考

1、How do retailers think? 零售商如何思考What are the main objectives of a buyer? 采购的主要目标是什么?Please give me examples. 请举例1The buyers problem: 采购的问题My customer 我的消费者My Suppliers我的供应商My stores我的门店The store门店Increase in sales and profitability销售和利润的增长2The buyers problem: 采购的问题What is my priority? 什么是优先的?- my cus

2、tomer 我的消费者- my stores (and my competitors) 我的门店(和竞争者)- my supplier 我的供应商3The buyers problem: 采购的问题In retailing, there is equivalence between: 在零售业, 下述的增长带来的结果是等值的:A 15% increase in sales 销售增长15%A 15% increase in productivity 生产力提升15%A 2% improvement in purchases 采购（条款）提升2%4Simple retailer P&L 简单的零售

3、商损益分析5Simple retailer P&L (Salesincrease of 17%)简单的零售商损益分析(销售增长17%)6Simple retailer P&L (Productivity increase by 18%)简单的零售商损益分析(生产力提升18%)7Simple retailer P&L (Rebate increase by 2%)简单的零售商损益分析(折扣增加2%)8Payment Terms / how do they improve the margin?如何通过帐期条款提升利润?Example 举例Average stock days: 20 days 平

4、均库存天数:20天(on average it takes 20 days to sell out the whole inventory of the store)平均计算, 销售完店内的全部库存需要20天Average supplier credit: 40 days 供应商的平均帐期:40天Interest rate on the Bank: 4% 银行利率:4%Financial income: (40 days 20 days)/360 days x 4% = 0,222% 财务收益(40天-20天)/360天x 4% = 0,222% 9The buyers strategy 采购

5、的策略I will try to find the easiest way for: 为达成如下目标, 我将设法找到最容易的方法:Gains in purchasing (including payment terms) 通过采购谈判获取利益(包括帐期条款)Directly increasing sales 直接的销售增长Differentiating on the market 市场差异化Increasing productivity 生产力提升10How to achieve gains in purchasing?如何在采购方面取得利益?Creating organized buying

6、 structures 建立有组织的采购架构“Put pressure” on suppliers 给供应商施加压力Using the price/volume ratio 运用价量比率Be well trained 良好的培训Objective: Achieve purchasing power目标: 达到采购能力11How to Differentiate themselves on the market?如何在市场上自我区分?Creating a differentiating position on the market 在市场上建立差异化的地位 Selecting the produ

7、ct ranges sold 选择售卖的产品线 Appearance of a marketing structure 市场营销结构的显现Objective: Use power of marketing 目标: 运用市场营销的力量12How to directly develop sales?如何直接提升销售? Studying customers buying behavior 研究消费者的购买习惯 Requesting “customized” promotional actions 要求“ 量身定做”的促销活动 Setting up customer loyalty programs

8、设立消费者忠诚度项目Need: Significant marketing power需求: 强大的市场营销力13The buyers / retailers solution:采购/零售商的解决方案Using the four strategies one by one: 逐一运用四个策略Purchasing采购Differentiation差异化Developing sales 发展销售Increase Productivity提升生产力Concentration capacity集中化能力Differentiating features差异化特征Consumer insight消费者认知

9、Internal / External内部/外部14From a buying mindset to a sales mindset?从传统型采购的思维方式到销售型采购的思维方式?From the traditional buyer:从传统的采购Focussed on the product offer and profitability 关注产品和利润Very much focussed on hard negotiation 非常多的关注重要的谈判Not very worried about the stores customers 较少关心门店的消费者Does not act much

10、in terms of store arrangement/store operations 在门店管理/门店运营方面没有太多的行动 Manages procurement 采购管理To the category manager:到品类经理Interested in the suppliers global contribution 对供应商的整体贡献感兴趣Looks for mutual interest in negotiation 在谈判中寻求相互的兴趣点Backed up by customer research 根据消费者调研结果Looks to optimise sales in

11、their category and promotional actions 在品类和促销活动上寻求销售最优化Optimises logistics costs 优化物流成本15How retailers and buyers build a supplier strategy零售商和采购如何构建供应商策略What is my chain strategy (how can I be different?) 我的连锁策略是什么?(如何能做到差异化?)For which customers? 我是为哪些消费者服务的?With which suppliers? 我将选择哪些供应商？16My cha

12、in strategy我的连锁策略 After deciding the chain strategy (Hypermarket, Supermarket, CVS) the retailer will think about: 连锁策略决定后(大卖场,超级市场,便利店), 零售商将会考虑:The Stores (number of outlets, location, size, number of shelves.) 门店(数量, 位置, 规模, 货架数量)The Range / Assortment 范围/分类17From chain strategy to range strategy

13、从连锁策略到产品线策略Choice of market segments to be covered 涵盖市场分类的选择Number of products per segment and per price rangeaccording to the market and chain positioning 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Number of products per segmentaccording to the size of the segment and the available space, as well as dependant on t

14、he outlet size 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Allocation of products to suppliers taking account of compulsory products (key brands, products which are strategic for the chain, 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 18From Range strategy to Consumer strategy从产品线策略到消费者策略Retail mindset 零售思考typ

15、e of promotional actions, shelf arrangement, price level 促销活动的类型, 货架管理, 物价水平Loyalty mindset 忠诚度思考loyalty cards, customized actions 会员卡, 量身定做的促销Strategy example19From Chain, Range, Consumer Strategy.Classifying suppliers 供应商分类Strategic/Tactical/Challenger/Spots 战略型/战术型/挑战型/闪电型To achieve objectives 达成

16、目标In terms of increasing sales 销售增长In terms of profitability 利润To supplier strategy从连锁策略, 产品线策略, 消费者策略,到供应商策略20Classifying Suppliers 供应商分类Retailer strategic directions零售商战略方向Supplier 1供应商1Supplier 2供应商2Supplier 3供应商3Supplier 4供应商3New products 新产品+Brand (local, regional)Promotions 品牌(当地, 区域)促销+Mercha

17、ndising advice 商品推广建议+Logistic. 物流+CLASSIFICATION 分类Strategic 战略型Challenger挑战型Spot闪电型Tactical战术型Consistency matrix: an operational tool 矩阵图:一种操作工具21MarginProductivitySales 利润生产力销售With a focus on contribution 关注贡献The Buyer towards a supplier strategy采购-应对供应商策略22 the global contribution 整体贡献 Contribut

18、ive利润贡献 margin Productivity生产力贡献 contribution Sales销售贡献 contribution Retail Sales零售利润 margin EDI电子数据交换 Recruiting 新分类产品 product Rebate based基本折扣利润 margin Optimisation of logistics costs 优化物流成本Traffic 销售好的产品 product Cash flow现金流利润 margin Loyalty-generating 产生忠诚度的产品 product The Buyer towards a supplie

19、r strategy采购-应对供应商策略23Retailer strategic directions零售商战略方向Supplier 1Supplier 2Supplier 3Supplier 4New products新产品+Brand (local, regional)Promotions 品牌(当地, 区域)促销+Merchandising advice商品推广建议+Logistic.物流+CLASSIFICATION分类Strategic战略型 Challenger挑战型Spot闪电型Tactical战术型Contribution Sales销售贡献Contribution Margi

20、n利润贡献10010607304102Consistency matrix矩阵图: an operational tool一种操作工具The Buyer towards a supplier strategy采购-应对供应商策略24 Teamwork between: 部门间的团队合作purchasing 采购retailer marketing 市场营销Logistics 物流Finance 财务Store operation 门店运营The Buyer towards a supplier strategy采购-应对供应商策略25Negotiation objective谈判目标Buyer

21、 has an objective for the whole Dept/Category 整个部门/品类有一个目标The objective will be broken down according to the consistency matrix 按照矩阵图将目标细分The Buyer negotiation tactics采购-谈判战术26Retailer strategic directions零售商战略方向Supplier 1Supplier 2Supplier 3Supplier 4New products 新产品+Brand (local, regional)Promotio

22、ns品牌(当地, 区域)提升+Merchandising advice商品推广建议+Logistic.物流+CLASSIFICATION分类Strategic战略型 Challenger挑战型Spot闪电型Tactical战术型Contribution Sales销售贡献Contribution Margin利润贡献10010607304102Contribution Sales Objective销售贡献目标Contribution Margin Objective利润贡献目标11011809304203Consistency matrix: an objective setting too

23、l 矩阵图:目标设置工具The Buyer negotiation tactics 采购-谈判战术200607 Objective27You are a purchasing manager and you have to brief a new buyer.What advice would you give him?你是一个采购经理, 你必须向一个新的采购做一个简要介绍, 你会给他什么建议?The Buyer how they are trained采购-他们被如何培训?28Determine your supplier portfolio strategy: 确定你的供应商分类策略Whi

24、ch ones are strategic/Tactical/Challenger/Spot, what are their strategic stakes? 哪一个是战略型/战术型/挑战型/闪电型供应商, 他们的战略基础是什么?Analyse their contribution over 3 years. 分析他们的3年以上的贡献Determine your importance in their sales per range, per product. 根据他们每一个产品线、每一个产品的销售，确定你的重点方向。Compile written evidence of problems

25、throughout the year 整理问题的书面证据, 这一工作贯穿全年(Delivery, Invoicing, Bar code, consumer complaints .and work out the cost this has generated for the chain). 发运, 发票, 条码, 消费者投诉 计算出已发生的费用Analyse improvements in productivity 分析生产力的改进(Qualitative or quantitative and work out the savings to the chain or the savin

26、gs for the manufacturer). 采用定性或定量分析, 计算出自己带来的节约或为厂商带来的节约The Buyer how they are trained 采购-他们被如何培训Preparation准备29Use your knowledge of raw materials costs. 运用你的行业知识Take advantage of economies of scale. 利用规模经济的优势Set a 3 month objective and a 1 year objective. 设定3个月的目标和1年的目标Organise your negotiation in

27、to different areas 组织谈判在不同的领域和话题间Get other relevant people involved. 从其他相关人员处了解有关信息Plan to ask him something impossible straight away. 准备随时向供应商提出一些不可能达到的事情Prepare yourself to make him feel guilty from the start of the meeting. 自我准备, 让供应商从会议开始便觉得心虚The Buyer how they are trained采购-他们被如何培训Preparation准备30Ask for something prior to any negotiations 任何谈判敢于首先提出要求Never accept an initial offer 从不接受最初的提议Be smart: act like an idiot! 头脑要聪明:行动起来却象傻瓜Motivate their effort with a carrot 用极小的诱饵激发他们的努力Present them something they must do (without question).