中国零售业态

©GlendinningManagementConsultants2009K|TMBP|GMCRetailTrends2008(JW-dh)1中国市场2009ShiftHappens你知道吗中国是有着很大的区域差异的巨大的市场+/-30度从南到北4000公里-/+20厘米中国市场一览中国市场一览2008年，中国零售市场17%的增长，到2010年预计有21%增长ChinaTotalSocietyRetailSalesTurnover2004-2005年零售额销售趋势13.3%12.9%13.7%16.8%21.6%15.0%Source:ChinaNBS不同业态的渠道销售增长趋势渠道销售金额（十亿元为单位）年度复合增长率变化%200520082013E'05-'13ECAGR'05-'13ECash&Carry11.5515.3519.8378.3品类专家127.75287.99474.6817.83346.9便利店31.6253.978.8812.1147.3百货商店29.5958.9993.0915.463.5折扣店4.886.739.869.185药店7.6914.122.5314.3914.8大卖场124.16197.54365.5414.45241.4非店铺零售9.7116.8136.6418.0526.9连锁超市112.12159197.967.3685.8Source:MVIConsulting区域按行政级别按渠道类型城市县农村批发&零售餐饮其他全国100%67.7%11.1%21.1%84.1%13.8%2.0%东区37%68.4%9.7%21.9%86.1%12.4%1.5%西区13%58.2%17.5%24.3%80.8%16.0%3.2%中区27%65.2%10.7%24.0%83.6%14.5%1.9%北区14%70.2%12.2%17.6%85.0%13.4%1.7%东北9%80.6%7.4%12.0%84.7%14.0%1.3%最高最低中国大陆2008年达到10,849BnRMB社会零售总额区域贡献占比如下Source:ChinaNBS区域#ofstores门店数OperationSize,000sqm2经营面积（平方）Employees,000人员RetailSalesbn销售量SalesperstoreMn单店销售persqm2,000平方销售perhead,000人员产出East东65,05638,9098666079.3416701West西19,53012,8022091065.438508Central中41,77032,7615073548.4711698North北14,73313,67423118812.7714815Northeast东北4,2772,295505112.02221,032#ofemployeesannualturnoverWholesale2020mnRetail605mnHotelhigherthan1StarRestaurant402mnSource:ChinaNBS前100位零售商区域性分析前100位零售商数量门店数量门店%营业额('000)销售%前10010042,311100.0%587,694,190100.0%东区5023,44255.4%375,300,24063.9%西区52,5165.9%10,945,0601.9%中区2112,02228.5%129,863,15022.1%北区204,1139.7%67,871,45011.5%东北42180.5%3,714,2900.6%Source:Linkshop,CCFA©GlendinningManagementConsultants200713China:Top10零售商Top10RetailersbyContribution•Top2retailersbycontributionareChinesecategoryspecialists•ThoughWalmartisclosethird,withfarlessstores•Lessthanexpectedcontributionbyothertopglobalretailers•Aftertop10,muchlessconcentratedSource:MVIResearch15Source:MVIMarch2006RankRetailer2000RankRetailer2005RankRetailer20081Wal-Mart$245.4#1Wal-Mart$296.4#1Wal-Mart$378.02Carrfour$97.7#2Carrefour$106.0#2Carrefour$122.53Kroger$65.9#3HomeDepot$76.4#3HomeDepot$94.54ItoYokadoGroup伊藤洋华堂$63.0#4MetroGroup$73.2#4Tesco乐购/特易购$90.65HomeDepot$62.4#5Tesco乐购/特易购$69.6#5MetroGroup$85.96MetroGroup$58.7#6Kroger$54.6#6SchwarzGroup$69.27Ahold$56.6#7ItoYokadoGroup伊藤洋华堂$50.7#7Costco$65.98Kmart$50.5#8Costco$50.5#8TargetCorporation$64.39Albertsons$50.1#9Ahold$49.0#9Kroger$61.010TargetCorporation$50.0#10SchwarzGroup$49.0#10Lowe's$59.511Costco$44.6#11SearsHoldings$48.8#11ItoYokadoGroup伊藤洋华堂$59.212Sears$44.0#12TargetCorporation$48.3#12Walgreen's$56.413Safeway$43.6#13Auchan$45.4#13Ahold$56.114Tescoco/特易购$43.5#14Rewe$44.6#14Auchan$53.615Intermarche$42.3#15Lowe's$40.7#15Rewe$48.12008年快消品公司和零售杂货市场的业绩对比Source:ACNielsen,GMCResearch2008门店覆盖'000%2008营业额'000'000%单店平均销售金额RMB中国零售杂货店3,640100.0%5,000,000100.0%1,373,626前100位食品杂货商421.2%588,00011.76%14,000,000P&G2,11258.0%36,0000.72%17,045KSFNoodles1,93053.0%30,0000.60%15,544CocaCola1,80049.5%25,0000.50%13,889Nestle1,10030.2%13,0000.26%11,818Mars45012.4%3,0000.06%6,667Wrigley2,94981.0%5,0000.10%1,695现代渠道将继续引领市场零售商生命周期占地阶段n建立临界点n新店驱动增长n大量门店投资巩固阶段n效率为导向n降低成本n提炼供应链成本n中心分衰败n市场分额的减少n竞争落后n太多的问题导致衰落n缺少客户的商业主张兴盛阶段n建立成功的业态n市场份额的增长n引入新的业态n收购可对比增长转折点占地巩固兴盛或衰败零售商生命周期可对比增长转折点占地巩固兴盛或衰败占地巩固衰败兴盛????1.ACQUISITION获益Oneoftheeasiestwaystogetadditionalvolume获取附加值的最简便途径之一Expensive高利润Willnotautomaticallyfixproblemsinexistingbusiness不在现有业务中自动产生问题2.NEWSTORES新开门店Replicatingsuccess复制成功“Conquering”anewplace攻克新高地Needgoodlocationsthatfitstrategy需要与策略相符的优势位置3.MORESHOPPERS更多购物者Highertraffic高客流Notonlyattractnewshoppers,butalsokeepexistingcustomers吸引新顾客，留住老顾客Verycompetitiveinitiative竞争主动性零售商成长战略4.INCREASETHEBASKETSIZE提高购买量Getshopperstobuymoreproducts促使顾客购买更多商品Getshopperstospendmoremoney(value)促使顾客消费更多Encourageimpulsebuy推动冲动性消费5.INCREASESHOPPERLOYALTY加深顾客忠诚度Getshopperstobuymoreoftheirrequirementsfromyou使顾客从你那里购买更多必需品Extendproductrangese.g.,financialservices扩大业务范围如：金融服务6.INCREASEPROFITABILITY提高收益率Aggressivelyreducecosts尽可能降低成本SupplyChainandPOPEfficiencies提高供应链及购买点效率PressureSupplierstoincreaseTradingTerms迫使供应商提高贸易条款RetailerGrowthStrategies零售商成长战略“基于品类想法的领导力”“协约”“合作的”“顾问性的”“战术性的”“保持距离”1.2.3.4.5.6.你希望客户保持什么样的关系通常由他们在哪一类型的客户细分模型直接决定……..…世界级客户合作方法的9个步骤GMC提议考虑零售商！从零售商的心声开始所有渠道完美的门店愿景很强的品类，购物者和客户洞察投资品类为基础的联合业务计划由需求及公平驱动的条款和策略贯穿至门店的客户协定清晰的客户细分和策略客户和购物者营销能力世界级的一线执行能力26