Howdoretailersthink零售商如何思考

Howdoretailersthink?零售商如何思索Whatarethemainobjectivesofabuyer?采購的主要目的是什么?Pleasegivemeexamples…..請舉例…1Thebuyer’sproblem:采購的問題Mycustomer我的消費者MySuppliers我的供應(yīng)商Mystores我的門店Thestore門店Increaseinsalesandprofitability銷售和利潤的增長2Thebuyer’sproblem:采購的問題Whatismypriority?什么是優(yōu)先的?

-mycustomer我的消費者 -mystores(andmycompetitors)我的門店(和競爭者) -mysupplier我的供應(yīng)商3Thebuyer’sproblem:采購的問題Inretailing,thereisequivalencebetween:在零售業(yè),下述的增長帶來的結(jié)果是等值的:A15%increaseinsales銷售增長15%A15%increaseinproductivity消費力提升15%A2%improvementinpurchases采購〔條款〕提升2%4SimpleretailerP&L簡單的零售商損益分析5SimpleretailerP&L(Salesincreaseof17%)

簡單的零售商損益分析(銷售增長17%)6SimpleretailerP&L(Productivityincreaseby18%)

簡單的零售商損益分析(消費力提升18%)7SimpleretailerP&L(Rebateincreaseby2%)

簡單的零售商損益分析(折扣添加2%)8PaymentTerms/howdotheyimprovethemargin?

如何經(jīng)過帳期條款提升利潤?Example舉例Averagestockdays:20days平均庫存天數(shù):20天(onaverageittakes20daystoselloutthewholeinventoryofthestore)平均計算,銷售完店內(nèi)的全部庫存需求20天Averagesuppliercredit:40days供應(yīng)商的平均帳期:40天InterestrateontheBank:4%銀行利率:4%Financialincome:(40days–20days)/360daysx4%=0,222%財務(wù)收益(40天-20天)/360天x4%=0,222%9Thebuyer’sstrategy采購的戰(zhàn)略Iwilltrytofindtheeasiestwayfor:為達成如下目的,我將設(shè)法找到最容易的方法:Gainsinpurchasing(includingpaymentterms)經(jīng)過采購談判獲取利益(包括帳期條款)Directlyincreasingsales直接的銷售增長Differentiatingonthemarket市場差別化Increasingproductivity消費力提升10Howtoachievegainsinpurchasing?

如何在采購方面獲得利益?Creatingorganizedbuyingstructures建立有組織的采購架構(gòu)“Putpressure〞onsuppliers給供應(yīng)商施加壓力Usingtheprice/volumeratio運用價量比率Bewelltrained良好的培訓(xùn)Objective:Achievepurchasingpower目的:到達采購才干11HowtoDifferentiatethemselvesonthemarket?

如何在市場上自我區(qū)分?Creatingadifferentiatingpositiononthemarket在市場上建立差別化的位置Selectingtheproductrangessold選擇售賣的產(chǎn)品線Appearanceofamarketingstructure市場營銷構(gòu)造的顯現(xiàn)Objective:Usepowerofmarketing目的:運用市場營銷的力量12Howtodirectlydevelopsales?

如何直接提升銷售?Studyingcustomers’buyingbehavior研討消費者的購買習(xí)慣Requesting“customized〞promotionalactions要求“量身定做〞的促銷活動Settingupcustomerloyaltyprograms設(shè)立消費者忠實度工程Need:Significantmarketingpower需求:強大的市場營銷力13Thebuyer’s/retailer’ssolution:

采購/零售商的處理方案Usingthefourstrategiesonebyone:逐一運用四個戰(zhàn)略Purchasing采購Differentiation差別化Developingsales開展銷售IncreaseProductivity提升消費力Concentrationcapacity集中化才干Differentiatingfeatures差別化特征Consumerinsight消費者認知Internal/External內(nèi)部/外部14Fromabuyingmindset…toasalesmindset??

從傳統(tǒng)型采購的思想方式…到銷售型采購的思想方式?Fromthetraditionalbuyer:從傳統(tǒng)的采購Focussedontheproductofferandprofitability關(guān)注產(chǎn)品和利潤Verymuchfocussedonhardnegotiation非常多的關(guān)注重要的談判Notveryworriedaboutthestores’customers較少關(guān)懷門店的消費者Doesnotactmuchintermsofstorearrangement/storeoperations在門店管理/門店運營方面沒有太多的行動Managesprocurement采購管理Tothecategorymanager:到品類經(jīng)理Interestedinthesupplier’sglobalcontribution對供應(yīng)商的整體奉獻感興趣Looksformutualinterestinnegotiation在談判中尋求相互的興趣點Backedupbycustomerresearch根據(jù)消費者調(diào)研結(jié)果Lookstooptimisesalesintheircategoryandpromotionalactions在品類和促銷活動上尋求銷售最優(yōu)化Optimiseslogisticscosts優(yōu)化物流本錢15Howretailersandbuyersbuildasupplierstrategy

零售商和采購如何構(gòu)建供應(yīng)商戰(zhàn)略Whatismychainstrategy(howcanIbedifferent?)我的連鎖戰(zhàn)略是什么?(如何能做到差別化?)Forwhichcustomers?我是為哪些消費者效力的?Withwhichsuppliers?我將選擇哪些供應(yīng)商？16Mychainstrategy我的連鎖戰(zhàn)略Afterdecidingthechainstrategy(Hypermarket,Supermarket,CVS…)theretailerwillthinkabout:連鎖戰(zhàn)略決議后(大賣場,超級市場,便利店),零售商將會思索:TheStores(numberofoutlets,location,size,numberofshelves..)門店(數(shù)量,位置,規(guī)模,貨架數(shù)量…)TheRange/Assortment范圍/分類17Fromchainstrategytorangestrategy

從連鎖戰(zhàn)略到產(chǎn)品線戰(zhàn)略Choiceofmarketsegmentstobecovered

涵蓋市場分類的選擇Numberofproductspersegmentandperpricerange

accordingtothemarketandchainpositioning按照市場和連鎖配置確定每一分類和每一價錢范圍的產(chǎn)品數(shù)量Numberofproductspersegment

accordingtothesizeofthesegmentandtheavailablespace,aswellasdependantontheoutletsize按照每一分類的規(guī)模和可用空間,同時參考門店的規(guī)模,細分每一分類產(chǎn)品的數(shù)量Allocationofproductstosupplierstakingaccountofcompulsoryproducts(keybrands,productswhicharestrategicforthechain,etc.)思索必需做的產(chǎn)品(關(guān)鍵品牌,戰(zhàn)略性產(chǎn)品等)，安排供應(yīng)商的產(chǎn)品配置18FromRangestrategytoConsumerstrategy

從產(chǎn)品線戰(zhàn)略到消費者戰(zhàn)略Retailmindset零售思索typeofpromotionalactions,shelfarrangement,pricelevel促銷活動的類型,貨架管理,物價程度Loyaltymindset忠實度思索loyaltycards,customizedactions會員卡,量身定做的促銷Strategyexample19FromChain,Range,ConsumerStrategy…….Classifyingsuppliers供應(yīng)商分類Strategic/Tactical/Challenger/Spots戰(zhàn)略型/戰(zhàn)術(shù)型/挑戰(zhàn)型/閃電型Toachieveobjectives達成目的Intermsofincreasingsales銷售增長Intermsofprofitability利潤Tosupplierstrategy

從連鎖戰(zhàn)略,產(chǎn)品線戰(zhàn)略,消費者戰(zhàn)略,到供應(yīng)商戰(zhàn)略20ClassifyingSuppliers供應(yīng)商分類Retailerstrategicdirections零售商戰(zhàn)略方向Supplier1供應(yīng)商1Supplier2供應(yīng)商2Supplier3供應(yīng)商3Supplier4供應(yīng)商3Newproducts

新產(chǎn)品+++Brand(local,regional)Promotions

品牌(當(dāng)?shù)?區(qū)域)促銷+++++Merchandisingadvice

商品推廣建議++Logistic….

物流++++CLASSIFICATION

分類Strategic戰(zhàn)略型Challenger挑戰(zhàn)型Spot閃電型Tactical戰(zhàn)術(shù)型Consistencymatrix:anoperationaltool矩陣圖:一種操作工具21

Margin Productivity Sales利潤 消費力 銷售

Withafocusoncontribution…關(guān)注奉獻TheBuyer–towardsasupplierstrategy

采購-應(yīng)對供應(yīng)商戰(zhàn)略22theglobalcontribution整體奉獻

Contributive利潤奉獻

margin

Productivity消費力奉獻

contribution

Sales銷售奉獻

contribution

RetailSales零售利潤

margin

EDI電子數(shù)據(jù)交換

Recruiting新分類產(chǎn)品

product

Rebatebased根本折扣利潤

margin

Optimisationoflogisticscosts優(yōu)化物流本錢Traffic銷售好的產(chǎn)品

product

Cashflow現(xiàn)金流利潤

margin

Loyalty-generating產(chǎn)生忠實度的產(chǎn)品

product

TheBuyer–towardsasupplierstrategy

采購-應(yīng)對供應(yīng)商戰(zhàn)略23Retailerstrategicdirections零售商戰(zhàn)略方向Supplier1Supplier2Supplier3Supplier4Newproducts新產(chǎn)品+++Brand(local,regional)Promotions

品牌(當(dāng)?shù)?區(qū)域)促銷+++++Merchandisingadvice商品推廣建議++Logistic….物流++++CLASSIFICATION分類Strategic戰(zhàn)略型Challenger挑戰(zhàn)型Spot閃電型Tactical戰(zhàn)術(shù)型ContributionSales銷售貢獻ContributionMargin利潤貢獻10010607304102Consistencymatrix矩陣圖:anoperationaltool一種操作工具TheBuyer–towardsasupplierstrategy

采購-應(yīng)對供應(yīng)商戰(zhàn)略24

Teamworkbetween:部門間的團隊協(xié)作purchasing采購retailermarketing市場營銷Logistics物流Finance財務(wù)Storeoperation門店運營TheBuyer–towardsasupplierstrategy

采購-應(yīng)對供應(yīng)商戰(zhàn)略25Negotiationobjective談判目的BuyerhasanobjectiveforthewholeDept/Category整個部門/品類有一個目的Theobjectivewillbebrokendownaccordingtotheconsistencymatrix按照矩陣圖將目的細分TheBuyer–negotiationtactics

采購-談判戰(zhàn)術(shù)26Retailerstrategicdirections零售商戰(zhàn)略方向Supplier1Supplier2Supplier3Supplier4Newproducts

新產(chǎn)品+++Brand(local,regional)Promotions品牌(當(dāng)?shù)?區(qū)域)提升+++++Merchandisingadvice商品推廣建議++Logistic….物流++++CLASSIFICATION分類Strategic戰(zhàn)略型Challenger挑戰(zhàn)型Spot閃電型Tactical戰(zhàn)術(shù)型ContributionSales銷售貢獻ContributionMargin利潤貢獻10010607304102ContributionSalesObjective銷售貢獻目標(biāo)ContributionMarginObjective利潤貢獻目標(biāo)11011809304203Consistencymatrix:anobjectivesettingtool矩陣圖:目的設(shè)置工具TheBuyer–negotiationtactics采購-談判戰(zhàn)術(shù)200607Objective27Youareapurchasingmanagerandyouhavetobriefanewbuyer.

Whatadvicewouldyougivehim?他是一個采購經(jīng)理,他必需向一個新的采購做一個簡要引見,他會給他什么建議?TheBuyer–howtheyaretrained

采購-他們被如何培訓(xùn)?28Determineyoursupplierportfoliostrategy:確定他的供應(yīng)商分類戰(zhàn)略Whichonesarestrategic/Tactical/Challenger/Spot,whataretheirstrategicstakes?哪一個是戰(zhàn)略型/戰(zhàn)術(shù)型/挑戰(zhàn)型/閃電型供應(yīng)商,他們的戰(zhàn)略根底是什么?Analysetheircontributionover3years.分析他們的3年以上的奉獻Determineyourimportanceintheirsalesperrange,perproduct.根據(jù)他們每一個產(chǎn)品線、每一個產(chǎn)品的銷售，確定他的重點方向。Compilewrittenevidenceofproblemsthroughouttheyear整理問題的書面證據(jù),這一任務(wù)貫穿全年(Delivery,Invoicing,Barcode,consumercomplaints….andworkoutthecostthishasgeneratedforthechain).發(fā)運,發(fā)票,條碼,消費者贊揚…計算出已發(fā)生的費用Analyseimprovementsinproductivity分析消費力的改良(Qualitativeorquantitativeandworkoutthesavingstothechainorthesavingsforthemanufacturer).采用定性或定量分析,計算出本人帶來的節(jié)約或為廠商帶來的節(jié)約TheBuyer–howtheyaretrained采購-他們被如何培訓(xùn)Preparation預(yù)備29Useyourknowledgeofrawmaterialscosts.運用他的行業(yè)知識Takeadvantageofeconomiesofscale.利用規(guī)模經(jīng)濟的優(yōu)勢Seta3monthobjectiveanda1yearobjective.設(shè)定3個月的目的和1年的目的Organiseyournegotiationintodifferentareas組織談判在不同的領(lǐng)域和話題間Getotherrelevantpeopleinvolved.從其他相關(guān)人員處置解有關(guān)信息Plantoaskhimsomethingimpossiblestraightaway.預(yù)備隨時向供應(yīng)商提出一些不能夠到達的事情Prepareyourselftomakehimfeelguiltyfromthestartofthemeeting.自我預(yù)備,讓供應(yīng)商從會議開場便覺得心虛TheBuyer–howtheyaretrained采購-他們被如何培訓(xùn)Preparation預(yù)備30Askforsomethingpriortoanynegotiations任何談判敢于首先提出要求Neveracceptaninitialoffer從不接受最初的提議Besmart:actlikeanidiot!頭腦要聰明:行動起來卻象傻瓜Motivatetheireffortwithacarrot用極小的誘餌激發(fā)他們的努力Presentthemsomethingt