[Keywords:] supermarket chain logistics
Since 1930 Americans established the first supermarket in the world, the development history of this retail industry has been 70 years. Its appearance is a major change in the circulation field. After more than 70 years of development, the supermarket has developed into a series of retail formats with multi-variety system, and each variety has its own characteristics. In China, this change happened late, but there was once a popular shopping lifestyle. In the past 20 years, supermarkets have become an indispensable part of the retail industry in China.
In the development process of more than 20 years, gratifying achievements have been made, but there are also some problems. Only by recognizing the present situation of supermarket development in China, learning from successful experience, can we embark on a road of supermarket development with China characteristics.
First, the connotation of the supermarket
With the appearance and development of supermarkets, retail enterprises have completed the transformation from manual labor to industrial production, greatly improving the productivity of enterprises. The reason is that the traditional commercial work includes the description, display, weighing, pricing, packaging and collection of the sold goods, which is carried out simultaneously with the customer's purchase activities. Commercial work is a series of labor services that cannot be omitted. With the appearance of supermarkets, commercial work such as packaging, weighing and pricing can be completed in advance in factories or shops. This part of labor is solidified and stored in commodities, and labor and customers realize the separation of purchase, thus greatly improving circulation efficiency.
Reduce distribution costs. It is important for supermarkets in circulation field to promote structural adjustment and deepen the reform of commercial structure.
Second, the supermarket management issues
The local supermarkets in China have developed rapidly, but some supermarkets have closed down with the autumn leaves. Therefore, there are many problems in the development of chain supermarkets in China:
First, the market positioning is vague and has no business characteristics. Some foreign supermarkets generally implement differentiated market positioning, form their own characteristics, and aim at customers with satisfactory service. For example, Carrefour's customer positioning standard is urban office workers, mainly providing them with daily necessities and building a business district more convenient than urban transportation; Metro's target, customer orientation, is a legal entity, with more construction in the urban fringe; Wal-Mart takes the form of discount stores in Shenzhen, targeting low-income consumers. In addition, the supermarket in China has a vague positioning, and where the target market hopes are unclear, all residents in the area are its target customers.
I want to satisfy everyone.
Secondly, the logistics management level of chain supermarkets in China is generally low, and there is no scale, so it is difficult to achieve real logistics management. Main features: the socialization and specialization of logistics are low. Because of the low level of supermarket chain in China, and many supermarkets have their own suppliers and logistics, the logistics activities are scattered, the procurement volume is small, and the procurement cost is difficult to drop. Backlog and shortage coexist, and the inventory cost is high. Decentralized, inefficient and high-consumption logistics organizations weaken the competitiveness of the entire supply chain. Logistics technology is backward.
Both hardware and software are far from developed countries. The development of third-party logistics in China is slow, which has been influenced by industry division and geographical restrictions for a long time. The distribution logistics network is not unified, small, scattered and poor, and the slow development of third-party logistics and the low degree of logistics specialization directly affect the cost of suppliers.
Third, the quality of employees in chain stores is generally low, and they are not real "home stores". Except for the general manager employees of supermarkets, many of them use their own experience to do things. There is no "shopping center", which may not be in line with company policy and not due diligence. This will definitely affect the service quality and reputation of the supermarket, thus affecting the operating efficiency. Third, improve the policy.
Supermarket is a revolution in the field of commodity circulation and a general trend of retail development in the future. For the development of supermarkets in China, the following measures are mainly taken:
With the development of China's economy and the improvement of people's income level, great changes have taken place in people's consumption demand and behavior, which is no longer the simplification and popularization of the past, but the characteristics of diversification and personalization. This difference in consumer demand characteristics, for the current enterprises, it is impossible for any enterprise to meet all the needs, nor can it meet all the needs of a person. This requires enterprises not to take all consumers as their target customers when doing business.
Only according to their own business objectives, in order to meet the needs of some customers and the market as the goal, we can make appropriate market positioning and provide satisfactory services to the target customers.
Secondly, improve logistics management, strengthen chain supermarkets, prevent the restriction of low logistics development level of chain supermarkets, and carry out strong alliance. Supermarkets should choose large integrated producers like Procter & Gamble. G, Haier and other logistics management enterprises' high-level strategic alliance realizes the existence of information by means of computer alliance.
Third, the human resources department at headquarters should increase efforts to introduce high-quality talents and conduct systematic professional training so that they can participate in high-level decision-making discussions and decision-making levels and improve management efficiency. One of the successful experiences of foreign supermarkets is that the quality of their managers is generally high, and they can objectively and scientifically predict the market prospects, seize opportunities and make fewer mistakes in the expansion of supermarkets. In recent years, "maiden voyage power" has recruited more than 10 students every year, distributed in all aspects, providing a human resource foundation for better development.
2 1 century is the century of China, and 2 1 century will be the century of China chain stores becoming more and more mature. As long as we can seize the opportunity and forge ahead, the chain stores in China will flourish, moving from one victory to another.
References:
[A] Deng Jie Xiao Juan: "Chain Management and Countermeasures" [J]. "Economic Forum", No.4, 2000
[2] Li: "Retail investors have four essentials" [J]. "China Business", No.2, 2002.
[3] Jin Yongsheng: "Analysis of the Transformation of China's Circulation Industry" [J]. "Market", 2002, No.5.
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