Well-known supermarkets in this city get extra points.

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 experience style marketing to dispel customers' doubts, increase consumers' desire to buy, conduct special exhibitions on special items, put the most attractive special items on the special exhibition shelf at the door of the store, and display the rest in all parts of the store, so that consumers can only watch all the special items launched by the mall after a week's shopping, prolong their stay time, and urge consumers to buy them 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.