RTMartstrategy大潤發(fā)零售戰(zhàn)略電子版本

1、Good is good, but better carries it.精益求精，善益求善。RTMartstrategy大潤發(fā)零售戰(zhàn)略大潤發(fā)打敗沃爾瑪家樂福的十個(gè)秘訣10TipsforRT-MarttobeatWal-MartandCarrefour2011-8-1013:18:36分享至:關(guān)鍵字：HYPERLINK/web/Search.aspx?type=0&key=大潤發(fā)t_blank大潤發(fā)HYPERLINK/web/Search.aspx?type=0&key=黃明端t_blank黃明端HYPERLINK/web/Search.aspx?type=0&key=歐尚t_blank歐尚HY

2、PERLINK/web/Search.aspx?type=0&key=高鑫零售t_blank高鑫零售HYPERLINK/web/Search.aspx?type=0&key=門店運(yùn)營t_blank門店運(yùn)營HYPERLINK/web/Search.aspx?type=0&key=大賣場t_blank大賣場HYPERLINK/Club/list.aspx?classid=6&boardid=59t_blank大潤發(fā)中國區(qū)主席黃明端生來不喜歡制造聲勢。去年一個(gè)冰冷的冬日早晨，這位不愛張揚(yáng)的超級買家悄然走進(jìn)東北某個(gè)地級市的一處物業(yè)，幾乎沒有人注意到他。這是典型的黃氏風(fēng)格。黃明端原本對該地興趣不大，兩三

3、年前，當(dāng)?shù)氐禺a(chǎn)商曾經(jīng)向大潤發(fā)推薦過一些地產(chǎn)項(xiàng)目，均被下屬直接否決，但直覺告訴他，這可能是個(gè)錯(cuò)誤的決定。為了了解該項(xiàng)目，他本人兩度私訪當(dāng)?shù)厥袌?，而沒有驚動任何人甚至連地產(chǎn)商都不知情。RT-MartChina,WongMingduandoesnotliketocreateamomentumborn.Lastyear,acoldwintermorning,thislow-profilebuyerquietlywalkintoaprefecture-levelcitypropertyinNortheast,almostnoonenoticedhim.ThisistypicalofHuangsstyle

4、.HuangMingduanhadlittleinterestinthisproperty,twoorthreeyearsago,localrealestateseverrecommendedtotheRT-MartsomerealestateprojectswhicharealldirectrejectedbyhisSubordinate,butintuitiontoldhimthatthismaybethewrongdecision.Inordertounderstandthisproject,heprivatevisitedlocalmarketstwice,butnotdisturba

5、nyone-eventherealestatesarenotawareofthis.結(jié)果是，黃很快拍板決定在此開設(shè)一間大潤發(fā)大賣場。原因很簡單：二三線城市的新興消費(fèi)者的消費(fèi)能力正在追趕一線城市，任何搶先進(jìn)入的零售商都更有機(jī)會成為本地顧客的購物天堂。從2004年開始，大潤發(fā)利用其臺資身份在二三線城市開了很多門店，位置都很絕版，這是其他外資門店無法做到的。Asaresult,Mr.HuangmadethefinaldecisiontoopenaRT-Marthypermarkethere.Thereasonisverysimple:thenewconsumersconsumerpowerinthe

6、secondandthirdtiercitiesiscatchingupfirst-tiercities,anyoftheretailerswhofirstentryhastheopportunitytobecomealocalcustomersshoppingparadise.Startfromyear2004,RT-MartuseitsTaiwaneseidentityopenedalotofstoresinthesecondandthirdtiercities,alllocationareverygood,thisisthethingthatotherforeignstorescanno

7、tdo.事實(shí)證明，黃明端賭對了。7月27日，注入大潤發(fā)和HYPERLINK/Club/list.aspx?classid=6&boardid=39t_blank歐尚兩個(gè)品牌在大陸所有門店資產(chǎn)的高鑫零售有限公司（06808.HK）在香港上市，一個(gè)中國最大的零售帝國龐然顯形以門店數(shù)計(jì)，兩個(gè)品牌旗下共擁有197家門店，超過已有186家店的HYPERLINK/Club/list.aspx?classid=6&boardid=35t_blank家樂福和HYPERLINK/web/walmart.aspx?SubId=72t_blank沃爾瑪；去年銷售規(guī)模高達(dá)561.68億元，占據(jù)大陸市場12%的市場份額

8、，高于沃爾瑪?shù)?1.2%、華潤創(chuàng)業(yè)的9.8%以及家樂福的8.1%；它亦是國內(nèi)單店贏利最強(qiáng)的大賣場，2010年單店銷售額為3.23億元。在過去三年，其營業(yè)額年復(fù)合增長率達(dá)21.8%?！凹覙犯Ｒ怨芾硎跈?quán)、區(qū)域靈活性制勝；沃爾瑪起步很高，以程序政策導(dǎo)向?yàn)橥?，大潤發(fā)則兼而有之?！奔グ罴瘓F(tuán)總裁兼家具村總經(jīng)理、前家樂福華東區(qū)總經(jīng)理?xiàng)钚⑷珜Νh(huán)球企業(yè)家說。ItisprovedthatMr.HuangMingduangotit.InJuly27,GaoxinRetailLtdCorporation(06808.HK)whichhavingallstoreassetsoftwobrandsRT-Martand

9、OushanginmainlandChinalistedinHongKong,ItshowsasChinaslargestretailempirecalculatedbythenumberofstores,twobrandshaveatotalof197storeswhichismorethanCarrefourandWal-Mart(186stores);Lastyear,salesvolumeupto56.168billionyuan,ittakesup12%ofthemainlandmarketshare,higherthanWal-Marts11.2%,ChinaResourcesEn

10、terprise,Limiteds9.8%andCarrefours8.1%;itisalsothemostprofitablesingle-storehypermarkets,inyear2010,single-storesalesvolumeis0.323billionyuan.Inthepastthreeyears,itsturnoverannualcomp.growthratereached21.8%.Carrefouriswinninginmanagingauthorization,anddistrictsflexibility;Wal-Martstartedinhighpoint,

11、andfocusonprocesspolicy-oriented,butRT-Martisacombinationofthem.JSWBGrouppresidentandtheformergeneralmanagerofCarrefourEastChinaYangXiaoquansaidtoGlobalEntrepreneur.黃明端是這一切的締造者。已過天命之年的黃清瘦有神，喜歡穿一身深色夾克，戴著金色方框眼鏡。從1996年臺灣潤泰集團(tuán)成立大潤發(fā)流通事業(yè)股份有限公司以來，從未有過零售管理經(jīng)驗(yàn)的黃即成為掌舵者。1997年大潤發(fā)在臺灣開出第一家店，次年在上海開出大陸市場的第一家店，在過去的14年

12、里，黃帶領(lǐng)大潤發(fā)從一家簡陋的倉儲雜貨店，變成了令沃爾瑪、家樂福生畏的零售業(yè)巨頭?！氨炯瘓F(tuán)于往績記錄期間并未關(guān)閉任何綜合性大賣場?！备喏瘟闶墼谡泄烧f明書中驕傲地寫到。HuangMingduanisthefounderofall.Heismorethan50yearsold,likestowearadarkjacketandweargoldcolorsquareglasses.Since1996,whenTaiwanRuentexGroupCo.,Ltd.establishedRT-Mart,Mr.Huangbecomestheonewhoneverhadexperienceinretailman

13、agementinchargingofthisarea.Inyear1997,RT-MartopeneditsfirststoreinTaiwan,andopenedthe1ststoreinmainlandChina(Shanghai)nextyear,inthepast14years,Mr.HuangledtheRT-MartfromasimplewarehousegrocerystoretoretailgiantwhichmakeWal-MartandCarrefourafraidofit.DuringtheTrackRecord,weneverclosedanycomprehensiv

14、ehypermarkets.GaoxinRetailwroteintheprospectusproudly.“說他是大潤發(fā)的喬布斯一點(diǎn)都不為過，整個(gè)大潤發(fā)的權(quán)力結(jié)構(gòu)就是圍繞Peter（黃明端英文名）轉(zhuǎn)的，他更是個(gè)工作狂。”一位熟悉大潤發(fā)的人士告訴環(huán)球企業(yè)家。CallhimasRT-MartsSteveJobsisnotoveremphasized,theentirepowerstructureofRT-MartisturnaroundPeter(HuangMingduansEnglishname),heevenisaworkaholic.ApersonwhoisfamiliarwithRT-M

15、artsaidtoGlobalEntrepreneur.零售業(yè)的兩大難題是禮貌用語和環(huán)境衛(wèi)生，大潤發(fā)以特有的方式解決。一位浙江大潤發(fā)門店店長發(fā)現(xiàn)員工開口對顧客說“歡迎光臨”非常困難，原因在于店員不好意思開口，于是他每天會選兩個(gè)時(shí)段在店里轉(zhuǎn)，只要發(fā)現(xiàn)有員工沒有說“歡迎光臨”，就要求其跟隨其后一起喊“歡迎光臨”影響其他的同事，這被內(nèi)部戲稱為“毛毛蟲”運(yùn)動。類似的人性化游戲使得大潤發(fā)在禮貌用語的推廣普及度方面遠(yuǎn)高于同行。另一個(gè)案例則是大潤發(fā)員工制服上均特別設(shè)計(jì)有一個(gè)小口袋，里面則裝著一塊抹布，方便員工隨時(shí)隨處發(fā)現(xiàn)臟的地方，及時(shí)將其消滅。這一建議也來自于大潤發(fā)的底層員工，后被采納全國推廣。Twodif

16、ficultissuesinretailerare“LanguageCourtesy”and“environmentandhygiene”,RT-martsolvetheissuewithitsownmeans.OneRTmartstoremanagerinzhejiangprovincefoundthatitwasdifficultforthestafftosay“welcome”tocustomers,becausetheyareshametoopentheirmonths,sohewillgoaroundinthestoreintwoperiodeveryday,oncehefoundt

17、hestaffdidntsay“welcome”,hewouldsay“welcome”himselfandrequiredthestafftofollow,heaffectedhiscolleaguesbydoingthis,thiskindofactivitywasconsideredas“carpenterwormsport”.Throughsimilarhumanizedgames,thepopularizationofpolitelanguageinRT-martismuchhigherthanotherretailers.Thereisanothercase,intheunifor

18、mofRT-martstaff,theyalwayshaveapocketwithapieceofmopinside,whenthestafffinddirties,itsconvenientforthemtogetridofit.Thesuggestioncamefromalowerlevelstaff,thenlaunchedacrossthecountry.事實(shí)上，大潤發(fā)的底層員工薪水并無競爭力，其留人的秘訣在于一系列完備培訓(xùn)以及晉升體系。大潤發(fā)規(guī)定門店管理干部選拔的人事權(quán)在商品部等職能部門，而日常的考核與管理的權(quán)限又在門店，交叉考核避免某一個(gè)部門領(lǐng)導(dǎo)的好惡形成對人的偏見。黃的口頭禪則是

19、：“員工是用來鼓勵的，而不是用來罵的?！盜nfact,thesalaryoflowerlevelstaffisnotcompetitiveatall,thesecretofkeepingstaffisthattheyhaveacompletetrainingandpromotionsystem.TheruleinRT-martisasfollows:merchandisedepartmentandotherfunctionaldepartmenthavetherighttoselectmanagementlevelstaff,butstorehaverighttohandledailyappr

20、aisalandmanagement,sotheprejudiceofthestafffromthedepartmentleadercanbeavoidedthroughthecrosscheck.Huangspetphraseis“weshouldencourageourstaffratherthanblamethem”.為了留住核心員工，黃明端本人倡導(dǎo)在內(nèi)部實(shí)行全民持股。包括一線收銀員等，只要具備正式入職6個(gè)月的條件即可按照年薪的10%左右計(jì)算持股額度。目前，大潤發(fā)的員工持股比例逾9%，未來將把該數(shù)字提升到16%左右。Inordertokeepthecorestaff,Huangmingr

21、uipromotedthatallthestaffholdcompanyshares,includingcashiers,shareholdingratiois10%ofannualsalaryonceemployeeshaveofficiallyemployedbythecompanyover6month.Sofar,9%ofRT-martownshare-holding,thenumberwillbeincreasedto16%inthefuture.在最近一次公開露面中，黃明端談到這項(xiàng)引以為傲的激勵制度，他聲稱：“大潤發(fā)最值得一提的是企業(yè)文化，所有員工都是兄弟姐妹及合伙人的關(guān)系，員工不僅

22、是伙計(jì)，也是主人公，這種企業(yè)文化是建立在超越勞工關(guān)系之上?！盬henHuangmadethelastpublicappearance,hetalkedabouttheincentivesystemofwhichhefeltproud,heclaimedthat,themostmentionablethinginRT-martistheenterpriseculture.allthestaffarebrothersandsistersandpartners,theyarenotonlyemployees,theyaretheowner,thiskindofenterprisecultureisb

23、asedonthebeyondoflabourrelations你或許想問，什么是黃明端本人眼中大潤發(fā)的成功秘訣?黃的答案異常樸素：一是設(shè)定目標(biāo)，二是利用績效考核與激勵制度進(jìn)行目標(biāo)管理。如何做到這些?黃的建議是，第一要競賽，大潤發(fā)無時(shí)無刻都在進(jìn)行比賽;第二是集體表揚(yáng);第三是員工分紅的配股制度、期權(quán)和獎金等。曾在沃爾瑪工作8年的資深零售專家蔡景鐘回憶說，黃明端在去年的零售連鎖業(yè)年會上做了一次演講，本來以為他會介紹大潤發(fā)為什么如此成功，結(jié)果發(fā)現(xiàn)他用了很多篇幅和時(shí)間來介紹沃爾瑪?shù)奈幕??！拔野l(fā)現(xiàn)他對于沃爾瑪?shù)奈幕芰私?、很推崇，他學(xué)到了很多精髓?！辈谈嬖V環(huán)球企業(yè)家。Maybeyouwanttoaskw

24、hatistherecipeforsuccessofRT-martinHuangsopinion,hisanswerisquitesimpleandplain:thefirstissettingthetargetandthesecondisthetargetmanagementthroughperformanceappraisalandincentivesystem.Howtoachievethis?Huangssuggestionisasfollows:first,competition;.inRT-mart,thecompetitionisalwaysgoingon;secondiscol

25、lectivepraise;thethirdisProfitSharingandStockOwnership,shareoptionandbounceect.Caijingzhong,whousedtoworkinRT-martfor8years,recalled,whenHuanggaveaspeechintheannualretailingmeetinglastyear,hethoughtHuangwouldliketosharewhyRT-martwassosuccessful,butattheend,HuangtookalongtimetointroducethecultureofRT

26、-mart.“IfoundthatHuangknowswellsofRT-martcultureandreverencedtheculture,helearnedessence”CaitoldGlobalEntrepreneur你肯定想知道這個(gè)神秘的中國零售冠軍是如何煉就的。事實(shí)上，機(jī)會對大潤發(fā)、家樂福和沃爾瑪都是均等的。據(jù)咨詢公司歐睿國際（Euromonitor）提供的數(shù)據(jù)顯示，家庭百貨零售市場是中國最大的零售細(xì)分市場，去年總銷售額高達(dá)31680億元，約占零售總額的41%。2005年至2010年間，該市場以8.9%的年復(fù)合增長率增長，預(yù)計(jì)未來5年還將保持9.1%的增長。同時(shí)，大賣場的在大陸市

27、場的普及率遠(yuǎn)低于成熟市場，以法、美為例，其百萬人口擁有的大賣場數(shù)量分別高達(dá)25和12.3個(gè)，而在中國這個(gè)數(shù)字僅為2.4。YoumustbeverycuriousabouthowthemysteriousChineseRetailingChampionachieved.Actually,opportunitiesareequaltonomatterRT-mart,CarrefourorWal-mart.AccordingtothestatisticsfromtheconsultingcompanyEuromonitorInternational,Householdmerchandiseretai

28、lingmarketisthelargestmarketsegmentinChina,itstotalsaleslastyearreachedupto3.168trillion,about41%ofthetotalretailingsales.From2005to2010,thismarketgrewwith8.9%compositegrowthrate,itsforecastedthatitwillkeep9.1%growthrateinthefollowing5years.Atthesametime,thepenetratingrateofHypermartintheMainlandmar

29、ketisfarawayfromthematuremarket,takingFranceandAmericaasexample,theirquantityofhypermarketssharedbymillionsofpeoplerespectivelyreachedupto25and12.3,whilethatinChinaisonly2.4.大潤發(fā)在2009年迎來大爆發(fā)。當(dāng)年，大潤發(fā)（包括歐尚）營業(yè)收入即達(dá)454億元，占據(jù)11.2%的市場份額，與沃爾瑪（包括HYPERLINK/Club/list.aspx?classid=6&boardid=36t_blank好又多）持平，超過華潤創(chuàng)業(yè)（9

30、.8%）和家樂福（8.2%）。同時(shí)在單店銷售額方面已成第一。更值得關(guān)注的是，當(dāng)沃爾瑪在中國深陷腐敗丑聞而導(dǎo)致多名高管離職之時(shí)，當(dāng)家樂福在華因虛標(biāo)價(jià)簽事件、商品質(zhì)量問題和關(guān)店風(fēng)波而銳氣頓挫之時(shí)，大潤發(fā)則幾乎沒有出現(xiàn)過類似丑聞。RT-martwelcomeditsoutburstin2009,whentheir(includingAuchan)operationrevenuereachedupto45.5billion,accountedfor11.2%marketshare,equaltoWal-mart(includingTrust-Mart)andhigherthanChinaResourc

31、e(9.8%)andCarrefour(8.2%).Ontheotherhand,theirsalesvaluerankedthefirst.Whatworthyformuchmoreattentionis,whenWal-martwassunkeninthecorruptionscandalwithmanyexecutivesdimissioninChina,andCarrefourwasseriouslyfrustratedduetotheirinveraciouspricetag,qualityproblemsandstoreclosingcaseinChina,RT-martalmos

32、thadnothingtodowiththiskindofscandals.“他是一個(gè)能創(chuàng)造Dynasty（朝代）的人?！迸_灣大潤發(fā)總經(jīng)理魏正元評價(jià)黃明端?！癏eisthemanwhocreatedtheDynasty.”ThatshowthegeneralmanagerofTaiwanRT-martWeiZhengyuanappraisedHuangDuanming.“沒有菜鳥，也沒有慈善家”“thereisnorookie,orcharitarian”黃明端并非大賣場老將。事實(shí)上，41歲前，黃幾乎從未逛過傳統(tǒng)市場、大賣場，此前他一直在潤泰紡織集團(tuán)旗下的紡織廠做生產(chǎn)管理。1990年代末臺灣紡

33、織業(yè)日薄西山，潤泰集團(tuán)開始尋求轉(zhuǎn)型擴(kuò)大投資事業(yè)，轉(zhuǎn)向投資保險(xiǎn)、金融事業(yè)（如安泰人壽、永豐銀行等）及流通事業(yè)（如大潤發(fā)）。曾和黃明端同在潤紡工作的臺灣科技大學(xué)企管系主任林丙輝回憶，黃對工作極為投入。黃在當(dāng)生產(chǎn)中心主任時(shí)，常會半夜二三點(diǎn)起床巡視工廠。“大家都知道，有黃主任在，沒人敢混?！绷直x說。HuangDuanmingisnottheveteranplayerinhypermarket.Actually,before41,healmostnevershoppinginanytraditionalmarketorhypermarket,hehasalwaysbeendoingproduction

34、managementinatextilemillofRuntaiTextileGroup.In1990,thetextileindustryinTaiwanwasnearingitsends,Runtaiwasseekingtheirtransformationandexpandingtheirinvestmenttoinsurance,finance(likeAntaiLifeInsurance,YongfengBank,etc,.)andcirculationcareer(likeRT-mart).ThebusinessmanagementdepartmentheadofTaiwanSci

35、enceandTechnologyUniversityLinBinghuionceworkedtogetherwithHuanginRuntai,herecalledthat,Huangwasveryabsorbedinhiswork.Whenhewastheheadofproductioncenter,heoftenperambulatedhisplantinthemidnight.“weallknowthat,ifthereisdirectorHuang,noonedaretomuddlealong”創(chuàng)業(yè)初期，大潤發(fā)高層均無零售業(yè)經(jīng)驗(yàn)，但幾乎都有經(jīng)營工廠的背景，工業(yè)化管理是大潤發(fā)與其他同業(yè)

36、者最大的不同點(diǎn)?！肮I(yè)其實(shí)更細(xì)化，一個(gè)零件是否合格有精準(zhǔn)數(shù)據(jù)衡量，我們就運(yùn)用這個(gè)理念實(shí)行累計(jì)誤差管理，精細(xì)化、標(biāo)準(zhǔn)化地管理?！币晃淮鬂櫚l(fā)內(nèi)部人士稱。inthoseearlydays，alltheseniormanagementofRT-MARTdonthaveanyHYPERLINK/retail/t_blankretailsalesHYPERLINK/experience/t_blankexperience,butalmosteveryonehasexperienceinrunningfactories.Industrializedmanagementisthemaindifferenceb

37、etweenRT-MARTandotherretailsales.”Actuallyindustryismorerefined,onepartisqualifiedornotmeasuredbyaccuratedata,weusethisideatoimplementtheaccumulatederror,detailedandstandardizingmanagement.”oneofpersoninsideRT-MARTsays.由于具有工業(yè)地產(chǎn)的運(yùn)作經(jīng)驗(yàn)，黃明端為大潤發(fā)開辟以租養(yǎng)店的模式。大潤發(fā)與其他大賣場的最大不同就在于其附屬的超大的商店街。黃明端發(fā)現(xiàn)，大賣場獨(dú)具的商圈效應(yīng)“開到哪里哪

38、里就繁榮”，通過經(jīng)營賣場所具備的充沛人流，大潤發(fā)可享受最大租金收益。以大潤發(fā)上海楊浦店為例，其附屬商店街的面積甚至遠(yuǎn)大于賣場，一年租金的收入就超過1500萬元。Duetotheexperienceofindustrialrealestate，HuangMingDuanopenedupanewmodelforRT-MARTthatisrentcredittosupportstore.ThemaindifferencebetweenRT-MARTandotherretailsalesistheHYPERLINK/enormous/t_blankenormousaffiliatedbusinesss

39、treet.HuangMingDuanfoundtheconsumptioneffectsofHyper-mart“thereisthehyper-mart,thereemergesprosperity.”Hyper-martattractsalargenumberofpeopleandgivingRT-MARTthehighestrentincome.Forexample,takeYangPustoreofRT-MART,theareaofaffiliatedbusinessstreetismuchmorethanhyper-mart,therentincomeisover15million

40、ayear.黃明端展現(xiàn)了驚人的學(xué)習(xí)能力。大潤發(fā)最初是模仿萬客隆的倉儲模式經(jīng)營，但在大陸開到第三家門店的時(shí)候，黃在走訪國內(nèi)大賣場后發(fā)現(xiàn)萬客隆門可羅雀，隔壁的家樂福卻是門庭若市。于是馬上改變倉儲式銷售業(yè)態(tài)，轉(zhuǎn)換為大賣場經(jīng)營模式。HuangMingDuanShowhisHYPERLINK/amazing/t_blankamazingLearningHYPERLINK/ability/t_blankAbility.AtbeginningRT-MARTlearnedstockroom-stylemanagementfromWanKeLong,butwhenthethirdstoreopened,Huan

41、gvisitedmanyHyper-martinourcountryandfoundthereisfewcustomersinWanKeLong,butalotinCarrefour,sohechangedthebusinessmodelfromstockroom-styletohyper-martimmediately.牌桌上的贏家永遠(yuǎn)是那種看準(zhǔn)了就放手一搏的人。在創(chuàng)業(yè)早期，黃的標(biāo)桿即是家樂福，從賣場設(shè)計(jì)、T型動線、貨架、陳列、堆貨甚至管理制度均源于家樂福。2000年12月21日，潤泰集團(tuán)與法國歐尚集團(tuán)合資，共同在臺灣和大陸市場發(fā)展大潤發(fā)和歐尚品牌，黃抓住機(jī)會瘋狂學(xué)習(xí)歐尚的營運(yùn)經(jīng)驗(yàn)?！爱?dāng)年大

42、潤發(fā)可是成群結(jié)隊(duì)地來學(xué)習(xí)歐尚，歐尚幾乎所有的內(nèi)部營運(yùn)文檔都被拷貝了?！币幻鬂櫚l(fā)內(nèi)部員工告訴環(huán)球企業(yè)家。但在其日后的經(jīng)營過程中，黃明端發(fā)展出了一套獨(dú)有的經(jīng)營模式：介于美式中央集權(quán)體系和歐式以門店為主的模式之間的“均權(quán)制度”。Theforeverwinneratthecardtableisthepersonwhodarestogoallouttofight.Intheearlystart,theexampletoHuangisCarrefour,Design,DynamicLine,shelf,displayeventhemanagementarederivedfromCarrefour.Dec

43、.21stof2000,RuentexGroupjointlyoperateswithAuchantodevelopRT-MARTandAuchanbrandinmainlandandTaiwanmarket,HuangseizedtheopportunitythelearnOperationexperiencefromAuchan.”inthosedays,almostallthestaffsinRT-MARTlearnedfromAuchan,almostalltheoperationdocumentwerecopiedbythem.”oneofpersoninsideRT-MARTtol

44、dGlobalEntrepreneur.Butatalatertime,Huangdevelopedaparticularbusinessmodel”whichbetweentheAmericanstye(centralization)andHYPERLINKapp:ds:EuropeantEuropeanHYPERLINKapp:ds:styletstyle(givealltherighttostores).黃明端時(shí)常說的一句話就是：“沒有一件事比即時(shí)更重要?！标P(guān)于運(yùn)作效率，在大潤發(fā)里流傳著一則故事：樹上有只小鳥，在大潤發(fā)不管是誰看到，覺得可以打，就拿槍把它打下來?？墒窃谖譅柆?、家樂福等外資

45、企業(yè)要先寫報(bào)告請示，等到國外總部評估同意后，鳥早就飛走了。HuangoftensaidthatthereisnothingimportantthanHYPERLINKapp:ds:immediacytimmediacy.ThereisastoryaboutoperationalefficiencyinRT-MART”thereisabirdinthetree,inRT-MARTnomatterwhosawit,youmayshotitinyourwayaslongasyouregardthisasreasonable,butinwal-mart,carerefourorotherforeign

46、-fundedenterprises,youhavetoreportfirst,andwhenyougettheapprovalfromoverseasheadquarters,thebirdflewawayalready.在門店管理方面，大潤發(fā)堪稱一個(gè)矛盾體。一方面門店不具有正常銷售商品的調(diào)價(jià)權(quán)，也不具有采購權(quán)，但在敏感性商品的價(jià)格方面，HYPERLINK/t_blank店長卻享有業(yè)內(nèi)最自主的權(quán)力調(diào)整品類，可對敏感性商品進(jìn)行競爭性調(diào)價(jià)，其內(nèi)部將之稱為“堡壘商品”?！按鬂櫚l(fā)的市場策略非常激進(jìn)，有攻擊性，因?yàn)橥赓Y門店經(jīng)理的價(jià)格決定權(quán)有限，所以現(xiàn)階段其價(jià)格戰(zhàn)的最終勝利者只有大潤發(fā)?！卞\江HYPER

47、LINK/Club/list.aspx?classid=6&boardid=38t_blank麥德龍現(xiàn)購自運(yùn)有限公司營運(yùn)監(jiān)督與資產(chǎn)保護(hù)總經(jīng)理臧游對環(huán)球企業(yè)家說。Inthestoremanagement,RT-MARTisacontradiction.Ontheonehand,storesdoesnthavethepriceadjustmentrightofnormalsalesgoods,norhasthepurchasingright,butinsensitivecommodityprices,thestoremanagerhasthepowerofself-adjustingcategor

48、ies,sensitivegoodscanbecompetitiveonpriceadjustment,itsinternalcalledfortressgoods.RT-Martsmarketingstrategyisveryaggressiveandoffensive,becauseforeigninvestedstoremanagerhaslimitedrightonpricedecision,sothefinalwinnerofthepricewaratthisstageisRT-MART.METROJinjiangCash&CarryCo.,Ltd.Tradingmonitoring

49、andassetprotectiongeneralmanagerZangYousaidtoGlobalEntrepreneur.大潤發(fā)的堡壘型商品共分以下幾種：民生必需品、廠商直供的、銷售量大（日均銷量大于300件）的、價(jià)格最低（別人無法輕易攻破）的、好的陳列位置（促銷區(qū)天天便宜POP）的和季節(jié)性商品。黃明端要求對堡壘型商品志在必得，每一門店均設(shè)6到7人的市調(diào)小組，每日收集周邊方圓5公里內(nèi)競爭者數(shù)千項(xiàng)常購商品價(jià)格。在價(jià)格方面，大潤發(fā)頗具有進(jìn)攻性，敏感性商品價(jià)格每天調(diào)價(jià)一次，即使虧損也在所不惜，產(chǎn)品一變價(jià)，IT系統(tǒng)就會自動更新該產(chǎn)品的毛利率。而毛利率則直接與采購人員績效掛鉤，以刺激其低價(jià)采購。R

50、T-Martfortresstypegoodsisdividedintothefollowingcategories:necessities,manufacturersdirectsupply,largevolumesales(greaterthan300averagedailysales),thelowestprice(cantbeeasilybreakbyothers),cheappromotion(POP)andseasonalmerchandise.HuangMingduandeterminedtowintherequirementsoffortresstypegoods,eachst

51、oresetamarketgroupwithsixtosevenpeopletocollectthousandsofcompetitorsoftenbuycommoditieswithin5kmradiusaroundeachday.Intermsofprice,RT-MARTisoffensive,adjustingsensitivecommoditypriceonceaday,evenifthelossofexpense.Achangeinproductprice,ITsystemwillautomaticallyupdatetheproductsgrossprofitmargin.The

52、grossprofitmarginisdirectlylinkedwiththeperformanceofpurchasingstaff,tostimulatethelow-priceprocurement.黃明端給予門店充足的自由權(quán)。以肉制品為例，大陸和臺灣存在明顯差異。在臺灣，大賣場的豬肉、牛肉等肉制品大都已由加工廠切裝完成，再送到賣場。但大陸更傾向于賣場現(xiàn)切現(xiàn)剁。大陸不同地區(qū)間也存在不小差異。仍以切肉為例，東北消費(fèi)者就要切大塊，而廣東的消費(fèi)者則希望切成片。Mr.HuangMingDuangivesenoughfreedomtostore.Takemeatproductsasexample

53、,therearedistinctdifferencesinmainlandChinaandTaiwan.InTaiwan,themeatproducts,suchasporkandbeef,willsendtohyper-martbeforeithascompleteprocessedbyprocessingfactory.ButinmainlandChina,customerprefertobythemeatwhichisprocessedatthescene.Betweendifferentregionsinthemainlandtherearealsohavebigdifference

54、s.Suchascutmeat,thenortheastconsumerswillcutintolargepieces,butGuangdongconsumerwantssliced.黃本人也曾因這類差異而領(lǐng)悟教訓(xùn)。早期大潤發(fā)曾以為棉被、羽絨服在東北一定賣得好，為此總部會把在華東區(qū)賣剩的貨品轉(zhuǎn)到東北區(qū)賣。但其實(shí)因?yàn)闁|北地區(qū)冬季供暖充足，結(jié)果商品并不暢銷。而原本存貨不足的冰激凌卻在冬天熱賣，銷量可達(dá)夏天的3倍。Huanghadlearnedalessonfromthis.InthebeginningRT-MARTthoughtquiltsanddownjacketmustsellverywell

55、inthenortheast,thereforetheheadquarterswilltransfertheunsoldgoodsineastareatothenortheastarea.Butinfactithadnthasgoodmarket,causeinwintertherehavesufficientheatinginnortheastChina.whiletheoriginallyunderstockicecreamisonsaleinwinter,salesvolumeisupto3timesofthatinsummer大潤發(fā)尤為重視異常管理，例如缺貨、負(fù)毛利、負(fù)庫存、滯銷、清倉

56、商品、損耗管理等。為了實(shí)現(xiàn)基礎(chǔ)數(shù)據(jù)準(zhǔn)確，門店每年至少有三次貨品大規(guī)模盤點(diǎn)，部門每周均進(jìn)行盤點(diǎn)，周一是百貨，周四是雜貨、生鮮和客服盤點(diǎn)。大潤發(fā)為店鋪配置了價(jià)格不菲的RF(移動商品掃描儀)槍，每把價(jià)值約萬元，每次盤點(diǎn)，大潤發(fā)均有兩個(gè)小組進(jìn)入輪流盤點(diǎn)，而盤點(diǎn)員并不知曉自己RF槍上最終商品的掃描數(shù)據(jù)，兩組盤點(diǎn)數(shù)據(jù)結(jié)果僅有店長知曉。這就避免了盤點(diǎn)員的人為作弊。RT-MARTpaymuchattentiontounusualmanagement,suchasoutofstock,thenegativegrossmargin,negativeinventory,slow-moving,clearanceco

57、mmodity,lossmanagement,etc.Inordertomakethebasicdataprecisely,supermarketwillcheckthestockonalargescaleatleastthreetimesperyear.Everyweekeachdepartmentcheckstheirstock,Mondayforgeneralmerchandise,othergroceries,freshfoodandcustomerserviceonThursday.RT-MARTprovideRF(mobilecommodityscanner)guntoeverys

58、tore,Thiswaycanpreventthecheatingfromthestaff.在打造供應(yīng)鏈條上，黃明端很在意零供之間的伙伴關(guān)系。在上海尚益企業(yè)管理咨詢有限公司總經(jīng)理胡春才看來，要做到此點(diǎn)至少具備三個(gè)條件：第一，零售商主觀上愿意把供應(yīng)商當(dāng)作合作伙伴來對待，考慮到供應(yīng)商的利益，按照雙贏的原則來處理問題。第二，零售商客觀上能夠?yàn)楣?yīng)商創(chuàng)造價(jià)值，供應(yīng)商在零售商那里所獲得的投入產(chǎn)出比不低于別處。第三，零售商持續(xù)改進(jìn)自己的服務(wù)流程與服務(wù)的平臺，幫助供應(yīng)商不斷地提升商品的性價(jià)比與競爭力。胡認(rèn)為大潤發(fā)比家樂福強(qiáng)的地方在于第一點(diǎn)，大潤發(fā)不會對供應(yīng)商竭澤而漁；而在第三點(diǎn)上大潤發(fā)比沃爾瑪強(qiáng)的地方在于，

59、愿意持續(xù)投入資源，去改進(jìn)供應(yīng)商的商品洞察力與研發(fā)能力，分享利益。Onthematterofestablishsupplychain,Mr.HuangMingDuanemphasizesthepartnershipbetweenretailerandsupplier.Todothispoint,atleast3conditionsshouldbesatisfiedintheviewofMr.HuChungCai,generalmanagerofShanghaiShangYiEnterpriseManagementConsultingCo.,LTD.First,retaileriswillingt

60、otreatthesupplierasapartner,consideringthebenefitofsupplieranddealingtheproblemonthebasisofwin-win.Second,retailerisabletocreatevalueforthesupplierandtheoutputobtainedfromtheretailerisnotlessthanthatgettingfromwhereelse.Third,retailerimprovestheserviceflowandplatformtohelpthesupplierenhancingtheirco