中国零售业态.ppt

Click to edit Master title style,Glendinning Management Consultants 2009,K|TMBP|GMC Retail Trends 2008(JW-dh),#,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Click to edit Master title style,Glendinning Management Consultants 2009,K|TMBP|GMC Retail Trends 2008(JW-dh),#,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Click to edit Master title style,Glendinning Management Consultants 2009,K|TMBP|GMC Retail Trends 2008(JW-dh),#,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,11/7/2009,#,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*Footnote,Source:Source,Unit of measure,Click to edit Master title style,#,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*Footnote,Source:Source,Unit of measure,Glendinning Management Consultants 2009,K|TMBP|GMC Retail Trends 2008(JW-dh),1,中国市场,2009,Shift Happens,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,China Total Society Retail Sales Turnover,2004-2005,年零售额销售趋势,13.3%,12.9%,13.7%,16.8%,21.6%,15.0%,Source:China NBS,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,%,2005,2008,2013E,05-13E CAGR,05-13E,Cash&Carry,11.55,15.35,19.83,7,8.3,品类专家,127.75,287.99,474.68,17.83,346.9,便利店,31.62,53.9,78.88,12.11,47.3,百货商店,29.59,58.99,93.09,15.4,63.5,折扣店,4.88,6.73,9.86,9.18,5,药店,7.69,14.1,22.53,14.39,14.8,大卖场,124.16,197.54,365.54,14.45,241.4,非店铺零售,9.71,16.81,36.64,18.05,26.9,连锁超市,112.12,159,197.96,7.36,85.8,Source:MVI Consulting,中国不同业态销售面积,(,以千英尺为单位,),业态,2005,2007,2008,2009E,2010E,2011E,2012E,2013E,05-07 CAGR,07-13E CAGR,Cash&Carry,4,967.53,5,609.09,5,691.79,5,739.97,6,086.69,6,338.96,6,611.69,6,661.24,6.30%,2.90%,便利店,9,349.93,12,708.54,13,826.79,14,703.43,15,643.93,16,535.40,17,406.68,18,296.92,16.60%,6.30%,便利折扣店,1,709.36,1,785.14,1,872.71,1,926.30,1,985.27,2,050.63,2,130.36,2,212.19,2.20%,3.60%,百货商店,14,895.03,22,508.46,24,245.14,25,436.34,27,487.53,29,657.26,31,150.82,33,436.44,22.90%,6.80%,非处方药店,312.35,432.78,502.93,561.18,625.77,684.76,743.76,805.47,17.70%,10.90%,大卖场,48,764.47,65,214.74,74,758.26,81,799.68,88,649.92,95,275.54,102,203.85,108,562.59,15.60%,8.90%,珠宝店,5.12,12.79,20.46,20.46,20.46,23.02,23.02,23.02,58.10%,10.30%,折扣店,1,014.25,1,242.75,1,450.26,1,540.86,1,631.46,1,700.41,1,769.36,1,838.31,10.70%,6.70%,办公楼大型商店,-,704,924,1,144.00,1,408.00,1,672.00,1,892.00,2,112.00,-,20.10%,其他零售,2,569.83,2,901.91,2,938.09,2,962.21,3,093.97,3,225.73,3,369.55,3,621.01,6.30%,3.80%,购物中心,30,388.09,38,778.64,44,891.53,51,610.96,60,583.91,71,172.53,81,841.10,92,804.94,13.00%,15.70%,连锁超市,85,649.69,98,780.23,103,987.61,107,905.01,112,274.30,116,665.72,121,267.86,119,792.04,7.40%,3.30%,Source:MVI Consulting,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,10,849,Bn RMB,社会零售总额区域贡献占比如下,Source:China NBS,分区域销售趋势,区域,#of stores,门店数,Operation Size,000 sq m2,经营面积（平方）,Employees,000,人员,Retail Sales bn,销售量,Sales per store Mn,单店销售,per sq m2,000,平方销售,per head,000,人员产出,East,东,65,056,38,909,866,607,9.34,16,701,West,西,19,530,12,802,209,106,5.43,8,508,Central,中,41,770,32,761,507,354,8.47,11,698,North,北,14,733,13,674,231,188,12.77,14,815,Northeast,东北,4,277,2,295,50,51,12.02,22,1,032,#of employees,annual turnover,Wholesale,20,20 mn,Retail,60,5 mn,Hotel,higher than 1 Star,Restaurant,40,2 mn,Source:China NBS,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,100,100,42,311,100.0%,587,694,190,100.0%,东区,50,23,442,55.4%,375,300,240,63.9%,西区,5,2,516,5.9%,10,945,060,1.9%,中区,21,12,022,28.5%,129,863,150,22.1%,北区,20,4,113,9.7%,67,871,450,11.5%,东北,4,218,0.5%,3,714,290,0.6%,Source:Linkshop,CCFA,Glendinning Management Consultants 2007,13,在在,Key retailers in mainland China,It is a dynamic,challenging and exciting place,China:Top 10,零售商,Top 10 Retailers by Contribution,Top 2 retailers by contribution are Chinese category specialists,Though Walmart is close third,with far less stores,Less than expected contribution by other top global retailers,After top 10,much less concentrated,Source:MVI Research,15,全球零售商通过扩张增加市场份额,Source:MVI March 2006,2008,年快消品公司和零售杂货市场,的业绩对比,Source:AC Nielsen,GMC Research,2008,门店覆盖,000,%,2008,营业额,000000,%,单店平均销售,金额,RMB,中国零售杂货店,3,640,100.0%,5,000,000,100.0%,1,373,626,前,100,位,食品杂货商,42,1.2%,588,000,11.76%,14,000,000,P&G,2,112,58.0%,36,000,0.72%,17,045,KSF Noodles,1,930,53.0%,30,000,0.60%,15,544,Coca Cola,1,800,49.5%,25,000,0.50%,13,889,Nestle,1,100,30.2%,13,000,0.26%,11,818,Mars,450,12.4%,3,000,0.06%,6,667,Wrigley,2,949,81.0%,5,000,0.10%,1,695,现代渠道将继续引领市场,零售商生命周期,占地阶段,建立临界点,新店驱动增长,大量门店投资,巩固阶段,效率为导向,降低成本,提炼供应链成本,中心分,衰败,市场分额的减少,竞争落后,太多的问题导致衰落,缺少客户的商业主张,兴盛阶段,建立成功的业态,市场份额的增长,引入新的业态,收购,可,对,比,增,长,快速增长,减缓,兴盛,衰败,转折点,占地,巩固,兴盛或衰败,零售商生命周期,可,对,比,增,长,快速增长,减缓,兴盛,衰败,转折点,占地,巩固,兴盛或衰败,占地,巩固,衰败,兴盛,?,?,?,?,讨论：不同阶段零售商的策略,1.ACQUISITION,获益,One of the easiest ways to get additional volume,获取附加值的最简便途径之一,Expensive,高利润,Will not automatically fix problems in existing business,不在现有业务中自动产生问题,2.NEW STORES,新开门店,Replicating success,复制成功,“,Conquering”a new place,攻克新高地,Need good locations that fit strategy,需要与策略相符的优势位置,3.MORE SHOPPERS,更多购物者,Higher traffic,高客流,Not only attract new shoppers,but also keep existing customers,吸引新顾客，留住老顾客,Very competitive initiative,竞争主动性,零售商成长,战略,4.INCREASE THE BASKET SIZE,提高购买量,Get shoppers to buy more products,促使顾客购买更多商品,Get shoppers to spend more money(value),促使顾客消费更多,Encourage impulse buy,推动冲动性消费,5.INCREASE SHOPPER LOYALTY,加深顾客忠诚度,Get shoppers to buy more of their requirements from you,使顾客从你那里购买更多必需品,Extend product ranges e.g.,financial services,扩大业务范围 如：金融服务,6.INCREASE PROFITABILITY,提高收益率,Aggressively reduce costs,尽可能降低成本,Supply Chain and POP Efficiencies,提高供应链及购买点效率,Pressure Suppliers to increase Trading Terms,迫使供应商提高贸易条款,Retailer Growth Strategies,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,零售商在中国的策略,Global Vs Local,26,