(huiyuan1)MTGlobalTrends现代渠道全球趋势

GLOBALRETAILTRENDS:

IMPLICATIONSFORMANUFACTURERS

全球零售趋势:

对厂商的启示GlobalRetailTrends全球零售趋势Key

issuesforretailers零售商的关键问题Implicationsformanufacturers对厂商的启示Manufacturers’response厂商的回应2Size规模Internationalisation国际化Concentration集中化Multi-channels多渠道Discounters折扣店Privatelabel自有品牌Costreductionstrategies成本降低策略KeyIssuesforGroceryRetailers食品/杂货零售商的关键问题3RetailersAreGettingBigger…零售商日益强大Note:*growthratescalculatedinlocalcurrency

备注:*增长率采用本国货币计算Source:M+MPlanetRetailLtd–

数据来源:M+MPlant零售有限公司Retailer零售商1999(EURbn)2004(EURbn)%Growth*2004/19992005预测(EURbn)2009预测(EURbn)%Growth*2009预测/2005Wal-Mart沃尔玛1632507927337537Carrefour家乐福7890159512329Metro麦德龙496431699132Ahold英国阿霍德367197667514Tesco乐购315585607932RetailBannerSalesGrowth,1999-2009EURbn有代表性的零售商的销售增长,1999-2009(单位:10亿欧元)4Size规模Internationalisation国际化KeyIssuesforGroceryRetailers食品/杂货零售商的关键问题5RetailersAreBecomingMoreInternational零售商越来越国际化6FormationofInternationalBuyingGroups

国际采购机构CarrefourWorldTrade-CWT

家乐福世界贸易机构AholdCentralEurope–ACE

阿霍德欧洲中央机构Metro–ICA(InternationalCo-operationAgreement)

麦德龙国际合作机构Wal-MartGlobalSupplierDevelopmentandGlobalSupplierProcurement

沃尔玛全球供应商发展与采购机构7Size规模Internationalisation国际化Concentration集中化KeyIssuesforGroceryRetailers食品/杂货零售商的关键问题8Source:M+MPlanetRetailLtd–GrowingLevelsofConcentration集中化发展水平Turkey土耳其1999%2009%MigrosTűrk4.78.0MetroGroup麦德龙2.36.0Carrefour家乐福1.26.0BIM1.74.3Tesco乐购

-3.4Poland波兰1999%2009%Metro麦德龙10.711.7JeronimoMartins4.55.9SchwarzGroup-5.6Carrefour家乐福1.55.1Tesco乐购0.74.29市场份额%波兰土耳其Size规模Internationalisation国际化Concentration集中化Multi-channels多渠道KeyIssuesforGroceryRetailers食品/杂货零售商的关键问题10Multi-ChannelApproach多渠道发展RetailerHypSupDiscC-storeC&CDrugstoreE-commerceWal-Mart沃尔玛•••••Carrefour家乐福••••••Metro麦德龙••••Ahold阿霍德•••••••Tesco乐购••••••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KeyIssuesforGroceryRetailers食品/杂货零售商的关键问题12Discounters–RapidSalesandStoreGrowth

折扣店:门店数量和销售快速增长Source:M+MPlanetRetailLtd–13在欧洲的折扣店单位:百万欧元门店数量countrieswith20.1ormorecountrieswith10.1-20%countrieswith5%orlesscountrieswith5.1-10%14FranceSpainRussiaFinlandRomaniaUKGermanySwedenNorwayPolandUkraineEstoniaLatviaIcelandHungaryCzechRepublicSlovakiaItalyAustriaSwitzerlandCroatiaDenmarkLuxembourgSloveniaCyprusGreecePortugalLithuaniaIrelandNetherlandsBelgiumDiscounters–PenetrationRatesAcrossEurope2009

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-EvolvingRanges折扣店-品类发展15RiseofTheDiscounters折扣店数量上升“Discountingwillbecomemoreimportant.Supermarketshavegottohaveananswertodiscounters.Theyhavetoharnesstechnologyandbeabletobefull-rangediscounters.Andthereisanopportunitytodothat.”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.16TerryLeahy,CEOTesco乐购CEO,特里·莱希Retailers’ResponseToDiscounters零售商对折扣店的回应Privatelabel自有品牌Discountformats折扣店业态Pricewars价格战Costreductionprogrammes-shelfreadypackaging,supplychainefficiencies

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17Size规模Internationalisation国际化Concentration集中化Multi-channels多渠道Discounters折扣店Privatelabel自有品牌KeyIssuesforGroceryRetailers食品/杂货零售商的关键问题18PrivateLabel自有品牌Initiallydevelopedtofendoffthediscounters

开发自有品牌是为了避开折扣店的竞争Multi-purposeweapon多功能的武器-tieredpricingstructure多层次的价格体系-brandbuilder品牌建立者-margingenerator利润创造者-brandrationalisation品牌合理化19PrivateLabel–RetailerPenetrationRates%

自有品牌-零售商渗透率%20Source:M+MPlanetRetailLtd–阿尔迪(德国)乐购沃尔玛家乐福阿霍德欧尚麦德龙PrivateLabel-CarrefourTieredApproach自有品牌-家乐福产品层级No.1-belowharddiscount第1层级-超低价产品（低品牌关注度）ProductsCarrefourInternational-competeswithharddiscount

与低价产品竞争的产品（关注品牌的）Carrefour-standardpricedrange

正常价格范围的产品Premiumspecialistranges

高附加值产品21Privatelabel-Marginbuilder自有品牌-利润创造者Source:UKCompetitionCommission22+SuppliersCostSaving（来自）供应商方面的费用节省10.6%+LowerSupplierMargin降低供应商毛利18.8%=RetailersPurchaseSaving零售商采购层面的节省29.4%LowerRetailPrice

（可以售卖）较低的零售价格19.3%=HigherRetailMargin（得到）更高的零售毛利10.1%PrivateLabel–BrandsinDanger自有品牌-使众多品牌身处险境ShareofUKCrispMarket英国（饼干）市场的份额23Source: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Privatelabel自有品牌Costreductionstrategies成本降低策略KeyIssuesforGroceryRetailers食品/杂货零售商的关键问题24CostReduction成本降低Shelfreadypackaging货架专用包装Supplychainefficiencies供应链效率

–RFID(RadioFrequencyIdentification)

无线电频率识别技术 –Datasharing数据分享 –B2Bexchanges企业对企业的电子商务交换平台

25CostReduction–ShelfReadyPackaging成本降低-货架专用包装10,000productsinitsSRPinitiativein2005/06

2005-2006，10,000种产品主动采用了货架专用包装Threekeycriteria:easytorecognise,easytoopenandonetouchshelfreplenishment

三个关键标准:容易辩认、容易开箱、容易上货WorkingwithUnileverandMcVities

与联合利华和McVities通力合作Lookingtoextendinitiativetochilledandfreshgroceries

计划率先扩展至冷冻和生鲜杂货Reductionofhandlingcostsby18%

经营费用下降18%26乐购CostReduction–RFID(RadioFrequencyIdentification)

成本降低-无线电频率识别技术Phase1launchedNovember2004

第一阶段于2004年11月上线Focussedontrackingincomingandoutgoingshipmentsaswellasautomaticreconciliationofshipmentswithshippingdocumentsacrossthreeretailsalesdivisions.

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20suppliers,witharangeofproducts,aresendingRFID-taggedshipmentstoMetro.

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27Results-fasterunloadingandcheckinginforRFIDshipmentsofaround15to20minutespertruck,aswellasearlyidentificationandeliminationofweakspotsinhandlingprocess.

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。End2005aimstohave100companiesinitssupplychainsendingRFID-taggedshipments

2005年末有100家公司在供应链中使用RFID-标签交货2006-Taggedshipmentsfromtop300suppliers2006年-前300名供应商使用RFID-标签交货CostReduction–DataSharing成本降低-数据分享RetailLink零售链接Aimtoachievetotaltransparencythroughoutsupplychain达到整个供应链环节全部透明化Daily,ifnothourly,dataonsales每日，要么每小时，销售数据分享Abilitytocompletesupplieragreementsonlineandbusinessinformation在线完成供应商协议和商业信息的能力FundamentalChangefromadversarialtocollaborativerelationshipwithP&G与P&G从对手到合作关系的根本性转变Rolledouttomostsuppliers推广至更多的供应商28沃尔玛CostReduction–DataSharing成本降低–数据分享SmoothingDemand–EDLP需求畅通-每天低价CPFR–CollaborativePlanning,ForecastingandReplenishment合作完成计划编制、预测和补给VMI–VendorManagedInventory供应商管理库存Just-in-Timedelivery及时送货29CostReduction–B2BExchanges成本降低-电子商务交换平台MemberofWWRE全球零售交易联盟成员Usedtosourcecheap,commodityproducts,forexamplepackagingproductsNFR(notforresale)

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）Movedfromsourcingcommodityitemstoeconomyrange,privatelabellinessuchasyoghurts

从基础、日用商品向经济类商品、自有品牌类商品转移，如：酸乳酪Reportedthatithasachieved‘substantial’savingsthroughWWRE据称，通过WWRE该公司已经达到“真正的”节约30Size规模Internationalisation国际化Concentration集中化Multi-channels多渠道Discounters折扣店Privatelabel自有品牌Costreductionstrategies成本降低策略KeyIssuesforGroceryRetailersSummary:

食品/杂货零售商的关键问题汇总31ImplicationsforManufacturers对厂商的启示Shiftinbalanceofpower势力平衡的转变Alignmentwithwinningretailer与成功的零售商结盟Changingtermsoftrade改变贸易条款Internationalpromotion国际促销Ignoreorsupplydiscounters?不理睬或供应产品给折扣店？Createdominantbrand建立强势品牌Fundpricecuts支持削价Developshelfreadypackaging发展货架专用包装Investinnewsupplychaintechnologies投资先进的供应链技术Effectivecategorymanagement有效的品类管理ImplicationsforManufacturers对厂商的启示Shiftinbalanceofpower势力平衡的转变ImplicationsforManufacturers–Size对厂商的启示-规模Shiftinbalanceofpower

势力平衡的转变34Consumer消费者Retailer零售商Manufacturer厂商OldPowerTriangle旧的势力三角图Consumer消费者Retailer零售商Manufacturer厂商NewPowerTriangle新的势力三角图ImplicationsforManufacturers对厂商的启示Shiftinbalanceofpower势力平衡的转变Alignmentwithwinningretailer与成功的零售商结盟ImplicationsforManufacturers–Size对厂商的启示-规模

Alignmentwith‘winning’retailer与“成功的”零售商结盟36Source:SEC–mostrecentlyfiled10Kreportsfor

therelevantcompanies.Wal-Martasa%TotalNetSales(%)forAssortedSuppliers

沃尔玛占供应商总净销售的%露华浓宝洁吉列卡夫ImplicationsforManufacturers对厂商的启示Shiftinbalanceofpower势力平衡的转变Alignmentwithwinningretailer与成功的零售商结盟Changingtermsoftrade改变贸易条款ImplicationsforManufacturers–Internationalisation

对厂商的启示-国际化PriceHarmonisation价格一致

-net/netpricecomparisons净价格比较 -pricecorridor价格差异化较小Changingtermsoftrade改变贸易条款InternationalAgreements国际协议 -Internationalbuyinggroups国际采购集团 -Additionalcosttomanufacturer给厂商带来附加费用 -Largelyineffective,pricenegotiationstilllocal

很大程度上是无效的,价格仍由当地谈判38ImplicationsforManufacturers对厂商的启示Shiftinbalanceofpower势力平衡的转变Alignmentwithwinningretailer与成功的零售商结盟Changingtermsoftrade改变贸易条款Internationalpromotion国际促销ImplicationsforManufacturers–

Internationalisation对厂商的启示-国际化Opportunitiestopromotebrandacrosstheworld

有机会在全世界提升品牌知名度Fearofdelistingasconcentrationlevelsgrowandretailersmerge

担心因集中化水平增长和零售商合并而被逐出市场40ImplicationsforManufacturers对厂商的启示Shiftinbalanceofpower向势力均衡改变Alignmentwithwinningretailer与获胜的零售商结盟Changingtermsoftrade改变贸易条款Internationalpromotion国际促销Ignoreorsupplydiscounters?不理睬或供应产品给折扣店？ImplicationsforManufacturers–Discounters

对厂商的启示-折扣店Undoubtedlyagrowthchannelintermsofsalesandconsumeracceptance

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SignsthatAldiandLidlarecreatingmoreopportunitiesforbrands

迹象表明Aldi

和Lidl

为品牌商品创造出更多机会42Supplyprivatelabel–lowcostsnotsustainable供应自有品牌-难以支撑低成本Supplybrandedproductlines–fearofantagonisingmainstreamgrocers供应系列品牌产品-担心主流杂货商的反对ImplicationsforManufacturers对厂商的启示Shiftinbalanceofpower势力平衡的转变Alignmentwithwinningretailer与成功的零售商结盟Changingtermsoftrade改变贸易条款Internationalpromotion国际促销Ignoreorsupplydiscounters?不理睬或供应产品给折扣店？Createdominantbrand建立强势品牌ImplicationsforManufacturers–PrivateLabel

对厂商的启示-自有品牌

Createdominantbrand建立强势品牌

Increasinglylimitedopportunitiesforanythingmorethantoponeortwobrandsinstores

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ShareofUKCrispMarket英国（饼干）市场的份额44Source:IRI自有品牌 其他品牌ImplicationsforManufacturers–PrivateLabel

对厂商的启示-自有品牌

Createdominantbrand建立强势品牌

Increasinglylimitedopportunitiesforanythingmorethantoponeortwobrandsinstores

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Biggestthreatsinbulk,lowmargin,commoditisedlines

最大的威胁来自批量购买、低利润、日用品系列Trimtailendoffproductrange(slowmovinglines)

排除产品线末端的产品(可以清除销售较慢的产品)Needtocreateinnovativeproducts需要产品创新Investinmostprofitable,leadingedgeproducts

投资在最有利润的、

有领导力的优势产品上Createpointofdifference,prevent‘metoos’

创造独特的卖点,防止”跟随”Aggressivepromotionalstrategytopushbrandandgain‘categorycaptaincy’

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)45ImplicationsforManufacturers对厂商的启示Shiftinbalanceofpower势力平衡的转变Alignmentwithwinningretailer与成功的零售商结盟Changingtermsoftrade改变贸易条款Internationalpromotion国际促销Variablepacksizes可变的包装规格Ignoreorsupplydiscounters?不理睬或供应产品给折扣店？Createdominantbrand建立强势品牌Fundpricecuts支持削价ImplicationsforManufacturers–PriceWars

对厂商的启示-价格战Costsqueezepassedontomanufacturers

给厂商带来成本压缩Greaterexpenseinsupplyingretailerswithapromotionalstrategyduetoexclusivity

因为零售商的排他性促销策略,使得厂商付出更大的代价47ImplicationsforManufacturers对厂商的启示Shiftinbalanceofpower势力平衡的转变Alignmentwithwinningretailer与成功的零售商结盟Changingtermsoftrade改变贸易条款Internationalpromotion国际促销Ignoreorsupplydiscounters?不理睬或供应产品给折扣店？Createdominantbrand建立强势品牌Fundpricecuts支持削价Developshelfreadypackaging发展货架专用包装ImplicationsforManufacturers–CostReduction

对厂商的启示-成本降低

Developshelfreadypackaging发展货架专用包装SRP–shelfreadypackaging–货架专用包装Opportunityformanufacturerstocreateattractive,easytouse,visibleproductpackaging

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

Thegood...好的

thebad...差的...andtheugly丑陋的

ImplicationsforManufacturers对厂商的启示Shiftinbalanceofpower势力平衡的转变Alignmentwithwinningretailer与成功的零售商结盟Changingtermsoftrade改变贸易条款Internationalpromotion国际促销Ignoreorsupplydiscounters?不理睬或供应产品给折扣店？Createdominantbrand建立强势品牌Fundpricecuts支持削价Developshelfreadypackaging发展货架专用包装Investinnewsupplychaintechnologies投资先进的供应链技术ImplicationsforManufacturers–CostReduction

对厂商的启示-成本降低

Investinnewsupplychaintechnologies投资先进的供应链技术RFID–Biginvestmentbymanufacturer,uncertainreturn

无线电频率识别技术-厂商投资较大,回报不确定Datasharing/EDI–collaborationisthewayforward

数据分享/电子数据交换-协作是发展的方向B2Bexchanges–greaterpricetransparency,keycriteriaispricenotquality

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51ImplicationsforManufacturers对厂商的启示Shiftinbalanceofpower势力平衡的转变Alignmentwithwinningretailer与成功的零售商结盟Changingtermsoftrade改变贸易条款Internationalpromotion国际促销Ignoreorsupplydiscounters?不理睬或供应产品给折扣店？Createdominantbrand建立强势品牌Fundpricecuts支持削价Developshelfreadypackaging发展货架专用包装Investinnewsupplychaintechnologies投资先进的供应链技术Effectivecategorymanagement有效的品类管理Brands品牌商品Discounters折扣店PrivateLabel自有品牌Non-Foodse.g.Clothes,Electrical非食品类,象衣服电器等ImplicationsforManufacturers–Pressureonbrands

对厂商的启示-品牌商品的压力

Effectivecategorymanagement有效的品类管理53GlobalRetailTrends全球零售趋势Key

issuesforretailers零售商的关键问题Implicationsformanufacturers对厂商的启示Manufacturers’response厂商的回应54Manufacturers’Response厂商的回应Collaboration协作Mergers&Acquisition合并&收购Restructuring重组55&Manufacturers’Response–Collaboration厂商的回应-协作Aim目标In2003,Wal-Martplannedtoincreasealcoholsales2003年,沃尔玛计划增加酒类销售TeamedupwithDiageotodevelopnewmerchandisingideasandproducts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Storevisits–Sawcaramelflavourmilkdrink门店拜访-发现了有焦糖口味的牛奶饮料Wal-MarturgedDiageotodevelopanalcoholicversion

沃尔玛迫切希望”帝亚吉欧”开发含酒精的产品Result结果DiageodevelopedCaraluna，Diagel开发出了CaralunaRapidproducttestinginselectedstores

快速选择门店进行产品测试RenamedDulsedafortrademarkreasons因商标原因重新命名为DulsedaDiageonamedCategoryCaptainforspiritsDiagel

命名该品类的主打为”Spirits”SelectedstoresinUS,tripledshelfspacedevotedtospirits

在美国选择门店,将三倍的货架空间让给”Spirits”PromotedinendaislepositionTG促销Nationalroll-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57Manufacturers’Response–Mergers&Acquisitions

厂商的回应-合并&收购Procter&GambleandGillette宝洁和吉列MergerannouncedinJanuary20052005年1月宣布合并Aimtoboostlong-termsalespotential目标是激发长期销售潜能“Uniqueopportunitytocombinetwobestinclassconsumerproductscompanies”

特殊的机遇让同种产品类型的两家最好的公司合并Complementarybrands–health&personalcare

品牌互补-健康&个人护理Shifttofastgrowing,highermarginproducts

向高增长、高利润产品转移Costsavings–R&D,distributionandmarketing

节约成本-研发,分销,市场Globalscale–focusondevelopingmarkets

全球范围-聚焦发展中市场AccelerationofGillettebrandsinexistingfastgrowingP&Gmarkets–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Strongernegotiatingpowerwithretailers

与零售商谈判,处于更强势的地位58+=Manufacturers’Response–P&G厂商的回应-宝洁Keymessagesforretailers给零售商的关键信息Growingbigbrandsinbigcountrieswithwinningretailers

在大的国家同”成功的”零售商发展大品牌Aimtobepreferredpartnerforwinningretailers

目标倾向于成为”成功的”零售商的合作伙伴HelpingretailerstakefulladvantageofP&Gstrengths

帮助零售商充分发挥宝洁的优势 -strongbrands(appealtoconsumerandretailer)

强势品牌(对消费者和零售商有吸引力) -productinnovation(growssalesandprofits)