关键的未来增长:做现代零售利润

对盈利的需求旅程双向先从深入了解购物者的,这就需要将编制并经供应商提出的 - 通常是一个类别的领导者。
关键的未来增长:做现代零售利润

最具活力和快节奏的市场之一全球,印度是零售第五大目的地。印度零售行业正在经历指数增长,在有组织的段健康的需求。按照IBEF,印度零售市场,预计到2020年,现代零售的预期也整体尺寸是24%的速度增长,印度整体零售市场的增长速度的两倍在这段时间内,达到1.1万亿$。乘着现代零售业发展的浪潮中获利的方式一直是零售商面临的主要挑战。 

市场

 We often hear about retailers driving internal operational efficiencies like managing costs, efficient store management, leveraging IT & effective supply chain solutions to drive profitability. However, a little is written about retailers driving profitability through buying and merchandising collaboration with suppliers. In the 快速消费品 categories, there is a huge scope for a greater partnership between suppliers & modern trade retailers, to drive two-way profitability by driving category growth. This calls for a paradigm shift in the relationship and the conversations between the two teams. Needless to say, this requires commitment right from the top management of both the organisations. 

 对盈利的需求旅程双向先从深入了解购物者的,这就需要将编制并经供应商提出的 - 通常是一个类别的领导者。 This involves understanding of shopper demographics, shopping needs, shopping missions and shoppers’ purchase decision hierarchy (PDH) of the particular category for which both the supplier and retailer have partnered to drive two-way profitability. This PDH is one of the enablers apart from SKU’s velocity of sales and Gross margins to decide the right assortment for the given category. Often retailers end-up listing too many 制品 in a category leading to not only slow-moving inventory but also reduced shelf space for some of the fast-moving lines - thereby creating frequent out of stocks - which is a lost sale. Hence, it is critical for the supplier to wear a category hat and make dispassionate decisions on arriving at the right assortment. This may at times lead to reduction of the total SKUs in the category including some of their own, but that’s the true test of genuine partnership & commitment to enhance the category growth.

 锻炼后分类来最重要的部分,这是整理货架的类别。正确的货架使零售商在商品合适的产品在合适的地方,实现了更好的购物体验。在PDH描绘了业主的购物者购买类别的思维过程。 ESTA的复制通过配置的方式从而得到更好的互补PDH的类别和较高的增长转化购物,琳琅满目认为货架上的过程。货架是演进的科学,有许多工具,以方便SKU的详细布局,但经验法则是快速移动的总是那些占据着货架上的钻石眼睛的水平位置。

新的机遇

 而在帮助我们将成长5类别%的领先市场增长的品类管理的快速消费品食品类之一,在东南亚,减少20%的最大的零售商之一,以品种。因此,正确的分类显示与购物者友好的货架带来更好的通常GMROI为零售商(毛利率投资回报)​​。 

 It has become vital to understand shopper needs, to arrive at the right price pack architecture (PPA) for the category. This detailed PPA study identifies the gaps and opportunities to fulfil the desired shopping needs. This study must be again led by the supplier. A classic example across 印度人 and South east Asian markets is evolution of the “Multipacks” in various 快速消费品 food categories. A lot has changed, from a time when these pack formats did not exist at all, till today where they contribute anywhere between 20 to 30% to the category sales. It has helped fulfil a shopper need, improved the Average Bill Value for the category and increased the consumption in these impulse categories, leading to better & 有利可图 category growth. 

 结论

我们已经讨论了三个关键步骤,对收银机响个不停,但在过程中最关键的环节是零售商和制造商之间的合作关系ESTA。这将是很难达到这些结果都是一个,除非联合特派团成长类别在店里。他们需要在最高层,直到管理对准两端收获伙伴关系的好处。零售商与制造商之间的关系的变革,将定义品类增长的步伐在店里,阐明现代零售业态的未来的成功。

im文章撰写通过去过  Unmesh khambete, 销售总监IPM批发贸易印度私人有限公司(IPM印度)  

 

 

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