Consider opening a small supermarket. The amount of investment depends on your economic base. Just in the start-up period, you must not lose money in doing business, but you can invest10000 to180000. There are more than 400,000 people living there. Even if you invest more than one million, there will be no big risk. You might as well start small. As a commercial format, supermarket was born in America in the 20th century. 1990, Meijia Supermarket, the first supermarket in China, was born in Humen Town, Dongguan, Guangdong Province, and then domestic supermarkets mushroomed. 1996, a number of world-class supermarkets (Carrefour, Wal-Mart, etc. ) have entered China. At the same time, regional single or chain supermarkets have appeared in various places, such as Shanghai Hualian and Wuhan Zhong Bai Supermarket. Since then, the development of supermarkets has entered a rapid development track, with an annual growth rate of 70%. It is estimated that supermarket sales will account for 25% of the total social retail sales in 2005. With the full opening of retail industry in China on June 5438+February 2004 1 1, the pattern of domestic retail market will undergo drastic changes, and the competition among supermarkets will become more intense.
We divide supermarkets into professional supermarkets and non-professional supermarkets. The so-called professional supermarkets mainly refer to supermarkets that mainly operate a certain kind of goods and serve specific consumer groups, such as home appliances supermarkets, medicine supermarkets, furniture supermarkets, mobile phone supermarkets, office supplies supermarkets, meat products supermarkets and so on. Non-professional supermarkets refer to supermarkets with various commodity names, which serve consumers and mainly meet their one-stop shopping needs, such as Carrefour, Wal-Mart, Lotus at the beginning of the month, Metro and so on. Most professional supermarkets are developed on the basis of absorbing the successful management experience of non-professional supermarkets. Therefore, to understand the operation mechanism of professional supermarkets such as drug supermarkets, we must first know the "doorway" of non-professional supermarkets.
The Core Competitiveness of Supermarket
As an advanced business model, the survival and development of supermarkets depend on the building of core competitiveness. At present, the core competitiveness of non-professional supermarkets is mainly manifested in the following aspects:
Major product management capabilities. Each supermarket has its own positioning, which determines its own positioning and its own flagship products. The establishment of customer satisfaction depends on the embodiment of operators' business methods and behaviors for these products. For example, the supermarket next to the school can take youthful and energetic goods as the main variety, with promotional activities that lead the fashion trend; Community-based supermarkets can take household goods and practical goods as the main varieties, which embody convenience everywhere in their operation and provide various conveniences for community residents, such as collecting and sending letters, paying utilities and telephone bills.
Cost control ability. Adopting low price strategy is an important means of supermarket management. The management policy of "low cost, low gross profit and low price" and good cost control ability make supermarkets have the core ability to win competitive advantage under the condition of similar products. Cost control refers to the cost control in the whole process of supermarket operation, including the cost control in the procurement process and the cost control in the sales process.
Best-selling commodity development ability. The limited operating area of supermarkets determines that retail enterprises can only choose the best-selling goods with high profit level and fast turnover to operate. Therefore, the development of best-selling goods is a problem that every retail enterprise has to face, and the strong ability of enterprises to develop best-selling goods means that they can sell more and have strong profitability with limited funds and store area. Relevant experts suggest that there are many ways to choose a certain commodity as the training object of the best-selling commodity of an enterprise, such as selecting the best-selling commodity from the analysis of various best-selling factors, selecting the best-selling commodity from the previous sales records, selecting the best-selling commodity from the marketing promotion of competitors, and selecting the best-selling commodity from developed areas and popular producing areas. The main ways to promote the best-selling goods are display promotion, advertising promotion and price promotion, and it is a shortcut to develop the best-selling goods by using its own brand.
Overall marketing planning ability. The competition of supermarkets depends on the size of the business circle covered by supermarkets and their market share in the business circle. Strong marketing ability is the key to the success of supermarket management, including price promotion, display promotion, advertising promotion, service promotion, experience marketing and so on. However, the application of these marketing techniques is not isolated and must be organically combined. Many supermarkets often carry out various promotional activities, but unfortunately these activities have not been effectively integrated, so it is difficult to achieve satisfactory results. For example, make full use of in-store POP advertisements, stacked displays and other ways to create a low-priced store atmosphere, and at the same time, conduct experiential style marketing to dispel customers' doubts, increase consumers' desire to buy, and carry out special display on special items, so that the most attractive special items are placed on the special display shelf at the door of the store, and the rest are displayed in all parts of the store, so that consumers can only watch all the special items launched in the mall after a week's shopping, prolong their stay time, and urge consumers to buy by the way when looking for special items.
Development status of large supermarkets
Illustrate the development and present situation of large supermarkets in China with figures.
AXA Management Bao Qiangyi
1In June, 1998, the Domestic Trade Bureau issued the Opinions on Classification of Retail Format, which standardized the retail format in China for the first time. They are: department stores, supermarkets, convenience stores, specialty stores, specialty stores, shopping centers, large comprehensive supermarkets and warehouse shopping malls.
1999 In the first half of the year, the chain store office of the State Trade Bureau and the China Chain Store Association conducted a survey of large supermarkets with business areas exceeding 3,000 square meters in some cities in China, and received the survey results of 35 cities 146 stores.
First, the structure of large supermarkets.
(1) regional distribution
The cities with the most shops are: Shanghai, Beijing, Wuhan, Shenzhen, Tianjin, Qingdao, Shijiazhuang, Dayuan and Dalian. Among them, Shanghai, Beijing, Wuhan, Shenzhen and Tianjin account for 48%, and the sum of the other 30 cities is 52%.
Nearly half of the country's large supermarkets are concentrated in these five cities, with many coastal cities in the east and few cities in the central and western regions, and the development is extremely uneven.
(2) Geographical location:
Most shops are located in urban areas, and urban shops account for 76%. Only some warehouses and shopping malls are open in the suburbs. This is very different from foreign countries. Foreign large supermarkets, especially warehouse-type shopping malls, are basically built in the suburbs, mainly because domestic transportation and consumption habits are different from those of foreign countries.
(3) Economic type
After the 15th National Congress of the Communist Party of China, great changes have taken place in the economic types of enterprises in China, and so have large supermarket enterprises. In recent years, the proportion of other economic components in newly established enterprises except state-owned enterprises has increased, and the proportion of economic components in large supermarkets has increased. It is also growing rapidly.
With the deepening of China's opening to the outside world, internationally renowned retail groups have successively landed in China, and stores of world-renowned retail enterprises such as Wal-Mart (USA), Carrefour (France), Metro (Germany), Markro (Netherlands), Auchan (France), Ito Yanghuatang and Christie's (Japan) can be seen on the Chinese map. In recent years, the preferred format for foreign retail enterprises to enter the China market is large supermarkets.
(4) Opening hours
In the early 1990s, a retail enterprise in Guangzhou first opened a store called Guangkelong in Guangzhou, marking the beginning of a large supermarket in China. Until 1995, there were only a dozen shops in China. After 1995, with the intervention of foreign trade, large supermarkets began to develop. Now most stores are opened after 1997, and the opening speed of 1998 is accelerated.
(five) the main body of property investment, investment methods and investment costs.
60% of the shops are owned by operators, of which 50% are newly built and 50% are renovated. The use of funds for new construction and renovation varies from store to store, ranging from several hundred million yuan to several million yuan. Another 40% appears in the form of renting goods. The rents of rented goods vary greatly in different regions and different enterprises, with a difference of dozens of times. The range is mostly between 90-700 yuan/m2. The rents in Beijing and Qingdao are relatively high.
(vi) Organizational form
70% is a chain operation and 30% is a single store operation.
(7) Business scale
There are more than a dozen shops with the largest number of enterprises. There are usually 3-6 stores.
(8) Business field
The business area of the store is 3000-6000m2, accounting for 47%, 6000-10000m2, accounting for 24% and10000m2, accounting for 26%.
Second, the business situation
(A), commodity structure
Most of the shops are mainly food, daily necessities, household appliances and clothing. 100% stores deal in food, and the proportion of food business is between 40% and 70%. But the proportion of fresh food is not high, accounting for 3- 15% of food.
(2) Business types
Shops with varieties above 10000 account for 74%, of which shops with varieties above 1-20000 account for 4 1% and shops with varieties above 20000 account for 33%.
(3) Sales volume
Shops with annual sales below 1 100 million yuan account for 30%, shops with annual sales between 1 100 million yuan and 500 million yuan account for 40%, and shops with annual sales above 500 million yuan account for 10%. Among more than 500 million enterprises, joint ventures account for 66%.
(4) Daily passenger flow
The average daily passenger flow is less than 4000 people, 40% between 4000 and 65438+10,000 people,1-20,000 people, 12%, and 8% above 20,000 people.
(5), the guest unit price
The average unit price of the highest store is 260 yuan, and the lowest is 13 yuan, of which 17% is above 70 yuan, 53% is between 40 and 70 yuan, and 30% is below 40 yuan.
(vi) Number of employees
20% of employees have less than 200 people; Most of them are between 200 and 500 people, accounting for 52%; 500- 1000 people accounted for 2 1%, and 1000 people accounted for 4%. Among them, the number of employees in joint ventures is between 200- 1000, and enterprises with employees exceeding 1000 are wholly state-owned, limited liability and joint-stock enterprises.
(7) Average personnel efficiency (sales/person/year)
The highest is 2.66 million yuan, and the lowest is 1 1.9 million yuan. 146 stores have an average human efficiency of 579,000 yuan, and the number of employees in each enterprise is far from each other, and the human efficiency is also far from each other.
(8) Average ground effect (sales/m2/year)
According to relevant data, Carrefour's average sales per square meter in China (Mainland China) 1998 is USD 5,232 (RMB 43,427). China is the middle level of Carrefour's global sales, while Carrefour is higher in France, Argentina and Spain. The average floor effect of large supermarkets in China is 24,296 yuan, the highest store is 88,900 yuan (joint venture), and the lowest is 5,538 yuan. There is a big difference between the two, except for the difference in consumption level and store size between regions, which is largely due to the difference in management. 199850 million yuan of chain enterprises, the enterprise with the highest average ground effect is 10877 yuan. The lowest enterprise is 4745 yuan.
Third, some views on the development of large supermarkets.
From the above figures, we can see an overview of a large supermarket in China. There are many reasons for the rapid development of large supermarkets in China: First, the development of retail industry is developing with the development of market economy and upstream industries. In the past ten years of reform and opening up, the supply of goods has been greatly enriched, and the supply of goods needs to be changed from the seller's market to the buyer's market. This laid the foundation for "one-stop" shopping; Second, the accelerated pace of consumers' life, the change of consumer psychology and the refinement of target customers provide opportunities for the development of large supermarkets. With the acceleration of people's life rhythm, people concentrate their shopping time on weekends, so large supermarkets provide them with "one-time" convenience; Third, the reduction of operating costs of large supermarkets is also the reason for the rapid development. Simple facilities and simple decoration (compared with department stores) reduce the property cost of enterprises; Large-scale procurement reduces the procurement cost of enterprises; The scale of operation is large, the number of personnel is relatively reduced, and self-service reduces the labor cost. In short, the reduction of these costs will eventually reduce the price of goods, increase sales, and thus bring about an increase in profits; Fourthly, the intervention of foreign advanced enterprises and the introduction of advanced management technology have promoted the development of large supermarkets. The opening of retail industry in China started from 1992, when it was mainly a joint venture of department store retail. After 1995, foreign enterprises, especially those from Europe and America, came in, which brought good management experience, new ideas and technologies to China and promoted the development of large supermarkets in China. Shenzhen is one of the earliest retail cities in China. At that time, when Wal-Mart came in, many local enterprises felt pressure, but a recent survey showed that Shenzhen Wanjia was comparable to Wal-Mart in terms of consumer awareness and consumer satisfaction.
With China's accession to the WTO, there will be greater development in the last two years. However, there are still some problems in the present situation of large supermarkets in China: First, the property investment of large supermarkets is too high. 60% of the properties of domestic large supermarkets are rebuilt by their own choice, and the cost of self-construction is staggering. A considerable number of shops have invested about 654.38 billion yuan. If the annual sales is 200 million and the profit is 654.38+0% (200 million/year), the investment cost will be recovered in 50 years. It is often said by some enterprises that tens of millions were used to build houses and millions to buy equipment, and finally the store was built. I bought the equipment, released the goods and opened the shop, but the supplier was out of stock due to insufficient financial support. On the contrary, foreign enterprises rarely set up their own shops in China, mostly by leasing loans or cooperating with property owners (some Chinese partners are real estate developers), which not only effectively utilized social resources, but also eased the use of funds. Enterprises can reduce the cost and risk of property investment through merger, transformation, cooperation and lease loans, so that funds can be allocated and used reasonably and evenly; Second, the operation effect is too different. Judging from the business situation, there is not much difference except the type, quantity and structure (category) of the goods. The sales volume, passenger flow, average customer unit price, per capita and average ground effect of each store vary greatly, and some of them are as high as dozens of times. If we exclude the differences in shopping power in different regions or even the same region. For example, in a certain area, the average ground effect is as low as 6.5438+0.75 million yuan/m2 year, and as high as 644,000 yuan/m2 year, with a difference of 37 times. The same is true for ordinary people. The highest human effect in a certain area is 2.66 million yuan, and the lowest is 2 1.8 million yuan, with a difference of 1.2 times. There are many ways to improve the management effect, but the key is to strengthen comprehensive scientific management. If we have a reasonable arrangement in employment and reduce direct labor costs and management costs, the operating effect will be greatly improved. It is also necessary to strengthen the management of core technologies in the retail industry (purchasing management technology, store operation management technology, information management technology, loss prevention management technology, category management technology, etc.). ). Improve the management level and management means, and make the operation of the enterprise more scientific and reasonable.
Layout of chain operation outlets
Layout of chain operation outlets
With the rapid development of chain store operation, many enterprises ignore the influence of market capacity and market attributes, which leads to the blindness and repetition of chain store construction. At present, many chain enterprises are at the critical point of loss, and some even face bankruptcy. There are reasons why the scale is not large enough to obtain scale benefits, but the defects and irregularities in the layout of chain outlets are also important reasons that cannot be ignored. For example, there are 30 chain enterprises and 980 distribution points in a city * * *, and its unreasonable layout is mainly manifested in the following aspects: (1) The distribution of outlets in the same business circle is repeated, the products are similar, and the business scale is similar; (2) The distance is too close, for example, there are seven similar convenience stores and supermarkets on both sides of a 200-meter-long street, which intensifies the excessive competition among enterprises; (3) Contrary to this repeated setting, there are not many planned community chain outlets. An in-depth investigation of seven chain-operated enterprises shows that chain-operated enterprises and enterprises developing to chain-operated enterprises have begun to pay attention to the location of stores, but this concern is manifested in two different attitudes: one thinks that location is the key of chain-operated enterprises, and the layout of outlets affects their future development, so they are more cautious when choosing outlets, and generally make a decision after conducting business circle investigation and market analysis; The other also thinks that location is very important, but considering the location of each branch in isolation, we think that where there are conditions for opening (such as space, on the main road), we will set up a point there.
Business circle analysis of distribution network distribution in chain operation
1. Definition of business circle. The so-called business circle refers to the geographical area where the store attracts customers and is the radiation range of the store. The business circle consists of core business circle (customers account for 55-70%), secondary business circle (customers account for15-20%) and marginal business circle. Business circle analysis refers to the on-the-spot investigation, analysis and demarcation of the composition, characteristics and scope of outlets and the factors that cause the change of business circle scale of outlets, so as to provide scientific basis for the location of outlets.
The significance of business circle analysis lies in: (1) we can know the demographic and socio-economic characteristics of a specific business circle, and chain stores can provide corresponding products and services accordingly; (2) If a branch has been set up in a certain area, the chain headquarters can judge whether the new store will conflict with the old one; (3) The number of branches in a certain area can be calculated; (4) Being able to accurately identify the geographical features of the market; (5) Grasp the market competition, financial services, transportation, commodity circulation, labor supply, etc.
2. Business circle delineation. Enterprises can collect customer-related information through after-sales service registration, customer intention consultation, user information network and other forms, and make a more accurate judgment on the size, shape and characteristics of the coverage area of existing outlets, and then delimit the business circle.
The purpose of studying dot layout is to scientifically determine the location of new dots. So first of all, we must make clear the business circle of the outlets to be opened. The traditional method of dividing business districts is "Riley's law of retail gravity". This law determines the size of a business circle by determining an indifference point between two regions. This law shows that the larger the population, the larger the consumption scale, the more developed the business foundation, the greater the attraction to customers and the larger the business circle in a specific area, and the interests of consumers who are at the same point are equal no matter where they shop.
"Raleigh's law of retail gravity" is simple, but it doesn't consider the passenger flow time and customer distribution ability of outlets, and it doesn't determine the business circle of a certain outlet, but determines the business circle of a certain area. David Huff revised this and put forward the Harvard model to determine the outlet business district. Haval model considers the business area of outlets, customers' shopping time, customers' sensitivity to distance and so on. Through statistical calculation, we can get the probability of consumers shopping at different distances from the target store, and set different probability standards according to different situations of enterprises, and select the distance under a certain probability to delimit the business circle. However, Haval model also has its shortcomings, the determination of probability value is more complicated, and consumers' preferences for different stores are not considered.
3. Analysis content of business circle. From a single point of view, its business circle structure can be summarized into four aspects: point, line, surface and flow. Point is the dot, line is the farthest distance that the dot can radiate, surface is the radiation range, and flow is the market dynamics of the business circle. Business circle analysis includes the following specific contents:
(1) Population planning and characteristics analysis: total population and density, age distribution, average education level, living conditions, total disposable income, per capita disposable income, occupation distribution, population change trend, consumption habits, etc.
Population is an important parameter to measure the demand of a business circle. Customers of outlets can be divided into: permanent population, working population and passing population, and the consumption characteristics of these three types of population are different. Knowing the age distribution characteristics, education level, income control and occupation distribution of different customers in the business circle can enable chain enterprises to master the patronizing tendency of consumers and arrange to set up chain branches to adapt to these patronizing tendencies, so as to obtain the best layout benefits. In addition, according to the consumption tendency and living habits of the residents in the business circle, the attractiveness of specific business activities to the existing market can be predicted.
(2) Analysis of economic situation: leading industries, degree of industrial diversification, freedom to eliminate seasonal economic fluctuations, etc.
Enterprises need to know whether there is a leading industry in the business circle, what industry it is and what impact it will bring to the business circle. If the residents in the business circle are mostly engaged in the work related to the leading industry, the prospect of the leading industry will directly affect the income and consumption level of the residents in the business circle, and then affect the market capacity of the business circle; If the industries in the business circle are diversified, the consumer market will generally not fluctuate greatly because of the changes in market demand of an industry; If the work industries engaged by residents in the business circle are scattered, the fluctuation of the overall level of residents' purchasing power is not obvious, and the impact on the turnover of chain stores is relatively small.
(3) Competition analysis: the number and scale of existing competitors, the advantages and disadvantages of different competitors, the short-term and long-term trends of competition, the degree of market saturation, etc. In addition to paying attention to competitors, we should also master the composition of shops in business districts and measure the compatibility of various outlets in relatively concentrated business districts. Its evaluation tool is the customer exchange rate between stores.
(4) Analysis of network address availability: type and quantity of regions, traffic network conditions, location planning restrictions, etc. To open a chain store, it is generally necessary to analyze the business circle in the business circle first. General business districts can be divided into planned business districts and unplanned business districts. Generally, there are regional planning restrictions for planned business districts, and there are usually three types of unplanned business districts, as shown in Table 1.
The smoothness of traffic in business circle, bus route arrangement, station setting, road passing restrictions, etc. Will affect the size of passenger flow. In addition, taxes, licenses, business restrictions, labor security, etc. It is also an important condition that affects the survival of outlets.
According to the above analysis, chain enterprises can decide whether to set up distribution outlets in the business circle.
Qingdao's retail industry is highly competitive. At present, foreign investors include Wal-Mart, Carrefour, Jiashike, Metro, Parkson and Dafuyuan. Local retail giants such as Youqun, Weike, Weifang Zhong Bai and Weihai Sugar and Liquor, and some well-known enterprises in Qingdao also set up chess pieces in Jimo and Jiaonan. The above comprehensive stores include Gome, Sanlian, Suning, Wuxing, Dazhong and Home B&Q.
What I want to say is the retail format of supermarkets. This is an era of eating, and many small and medium-sized supermarkets with insufficient scale and strength can be said to survive in the cracks. What competitive advantages do they have compared with big shopping malls? Price? Variety? Area? It seems to attack each other's strengths with their own shortcomings, so where is their core competitiveness?
When I was in college, I didn't study hard, and I can't remember what the teacher said clearly, but I was deeply impressed by what the marketing teacher said: the pig arches forward and the chicken planes backward, and each has its own way of living.
I can't compare prices with big supermarkets. This is my first point. I can't afford it! Big supermarkets can earn a few cents or even sell at a loss from Coca-Cola, Pepsi, green biscuits, peanut oil, milk, raw meat, rice, eggs and toilet paper. The first reason, as we all know, is to win popularity, establish a low-price image and drive the sales of other products. For example, if the eggs are lower than the market price, you will never wait in line for a few minutes to buy a limited number of eggs for one person. Will you go home? How many other things do you want to bring? There are two reasons, rebate, many people know. According to the contract, I sell 1000 pieces a year, how much cash I get back for each piece, and how much I sell 10 thousand pieces. Even if the supermarket can make a quantity, the rebate is considerable. Of course, there are also some gifts, such as 50 free 1. Ok, I'll sell this 50 yuan at a low price, but that one is pure profit. Third, it's not a secret.
Want to sell goods from me? Sure, 10 thousand yuan admission fee, how many varieties, four? Ok, 300 for each variety, and 300 for another variety!
During the Chinese New Year, pay the festival fee first, 1000 yuan, and then, 1000 yuan.
The store held large-scale activities and invested a lot. You see, we invested so much, which boosted the sales of your manufacturers and deducted three points of the payment!
There is a management fee of 200 yuan a month for promotion.
Buy a bunch of monitors, ok, two thousand a month, isn't that too much? The seat next to you is 3000! ! I handed it in for half a year at once. This is to take care of you.
Everyone saw it!
But how about a small supermarket? No, it's these varieties that make money. They don't have bargaining power with suppliers, so the delicious food is sold at the supermarket for two dollars and twenty cents, and I'll sell it for two dollars and fifty cents. What's the matter? People want three dollars and five dollars for restaurants, and ten dollars for high-end bars and nightclubs. You can drink it or not.