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Classification of outlets a b c. Classification of outlets

Seriously different!

So, let's start with the most common classification by size and principles of work, describing all the main types that it encounters in work.

1. Hypermarkets

Large self-service stores with an area trading floor over 1000 sq.m. and an assortment of up to 80,000 items. Hypermarkets are located on major highways, have a parking lot. The basic principle of work is all purchases in one step. The standard shopper visits the hypermarket no more than once a week, but the occupancy of his cart is often limited only by the wallet. Here, skilful traps lie in wait for the client at every step, and as a result, half or more of the purchases are not planned in advance and are the result of a psychological impulse. Hypermarkets combine politics low prices to the most popular and seasonal goods, with a quite standard margin on the rest. Very often, these stores sell products of their own production.

The administration of hypermarkets prefers to deal with manufacturers, demanding significant discounts from them. Deliveries are carried out in accordance with the assortment matrix, each position of which is additionally paid. Sales are mainly carried out on own equipment. Hypermarket managers take a rather tough negotiating position, which, frankly, is justified, because they really guarantee a significant amount of sales.

2. Supermarkets

Self-service stores with sales area from 300 to 3000 sq.m. Supermarkets are usually located in residential areas or areas with high traffic (for example, near metro stations). In classic supermarkets there is a wide range of food, drinks, household chemicals and household goods, but there are also those specializing in the sale non-food items. If the store has a high markup, then it is offset by a policy of constant discounts that encourage customers to visit. This category has more than two cash desks for settlements with customers.
Delivery of products to supermarkets is carried out by both manufacturers and official distributors. As a rule, there is a paid assortment matrix. Supermarkets often demand significant discounts and payment deferrals from suppliers, but can be flexible in negotiations.

3. Supermarkets

Sales area of at least 300 sq. m. Shops of the traditional form of customer service, through the counter. Usually located in residential areas. Sales are carried out by sections, with separate assortment groups: drinks, groceries, etc. They specialize in both food and household goods. Often there are mixed-type supermarkets with a predominance of products in the turnover. Pricing is unregulated (but very low for bread and milk). Payments can be made through the cash desks located directly in the sections or the general cash desk, but the goods are in the hands of the buyers only at the time of payment.

Filling supermarkets with goods is rather chaotic. Here they sell almost any product that may seem promising in terms of turnover and entry price. At the same time, supermarkets support a wide range of goods, which opens up great opportunities for sales representatives.

4. Traditional stores

The most common category. Have a small area (from 50 to 300 sq.m.) Often referred to as corner stores. These are mainly food stores, but not rare and household ones. Customer service is carried out through the counter, although sometimes there is a self-service option (mini market). The markup is high. Deliveries, as a rule, are carried out by distributors, but often the goods are purchased independently at trading bases and the market. They usually have a negative credit history, so they pay on delivery. Due to limited working capital And retail space the administration of traditional stores cooperates with a limited number of suppliers. At the same time, it is here that the widest opportunities open up for experiments with the assortment and placement of equipment.

5. Pavilions

Small retail outlets up to 20 sq.m. Sales are conducted through the counter and, as an option, through the window. They have a limited assortment, mainly fast-turning products of high demand and famous brands. Pavilions can have food and non-food specialization.

6. Kiosks

Retail outlets without a trading floor, with a small area. Sales are only through the window. The bulk of the turnover falls on impulse goods, cigarettes and drinks. May have a specialization: food, non-food, mixed type, specialists (newspaper, tobacco). Purchases of goods are mainly made independently in the markets and bases. weak.

The basis for the following classification is the format of customer service.

1. Counter outlets
Department stores, pavilions, traditional shops and kiosks. The display of goods is carried out on a showcase to which the buyer does not have access. Sales are conducted through the cash desk in the department or through the general cash desk of the store. This format is dying out in big cities for a number of reasons: firstly, many buyers are used to choosing, which they are deprived of in counter stores; secondly, such outlets are associated with poor quality of service and goods (which is often true!); thirdly, due to high prices(suppliers usually get the most profit from working with this particular format. Added to this is the need to maintain the staff and the owner’s family, which is superimposed on a modest turnover and as a result we get a huge markup of up to 50% on individual items); fourthly, due to natural aging processes, the proportion of the population that is psychologically comfortable to buy here is decreasing. However, counters have the important advantage of providing a quick buy, as thriving kiosks near metro stations demonstrate, and this is their resource for survival.

2. Self-service stores
Hypermarkets, supermarkets, minimarkets, cash & carry). The work of such outlets is based on the principle of free choice and access to goods (with the exception of a few product groups). Sales are made through cash registers. A significant part of shopping in self-service stores is unplanned, which requires owners to have a wide product range and, consequently, large areas and working capital, which leads to the widespread use of chain supermarkets.

Outlets are distinguished and price policy.

A) discounters- retail outlets that position themselves as economy class stores and are characterized by a low trade margin (no more than 20% or, subject to big discounts from suppliers less than the average for the region), ease of design of the trading floor (savings in equipment, primitive layout) and a limited assortment.
Discounters, in turn, are of two types: hard and soft.

Hard discounter has a small area for a supermarket (on average 800 sq.m.), an assortment of no more than 1000 items, a significant part of which are goods purchased regularly, minimal clearance, display is carried out on pallets and often in transport packaging.

Soft discounter. The main disadvantage of the stores of the previous type is not a very attractive image: overcrowding, queues at the checkouts, little choice goods and, as a result, they are not visited by the most desirable and massive buyer, with an income approaching the average and above. However, this group of the population also wants to save money and soft discounters present themselves as stores for people who do not like to overpay. There is already a wider assortment (up to 2000 items), not luxurious, but quite a decent hall, where you can meet live employees.

A separate and rare type of discounter - category killer. The retail outlets related to it, as a rule, have a limited range of goods with an extremely low mark-up, therefore, at the same time as the killer appears, sales of relevant products in the surrounding stores and kiosks practically cease.

B) The activity of mass markets is based on the principle: quality goods at reasonable prices. These include most existing supermarkets.

B) Premium. In this segment, there are retail outlets that sell, according to statements, exceptionally high-quality, exclusive and expensive products, which, however, does not prevent setting a huge margin on ordinary goods. They are positioned as stores for wealthy people and are located on prestigious streets and in expensive areas. The most common types are supermarkets and boutiques.

I’ll make a reservation right away that this classification is applicable only to large and network outlets. In traditional retail, pricing is not systemic, with a high margin. The only exceptions are retail outlets positioned as wholesalers.

Another classification takes into account the specialization of the outlet. In this case, it can be both universal, that is, selling a wide range of goods, and a specialist, limited to a narrow range of products (a specialist can be a classic bakery, tobacco kiosk, wine boutique, sausage shop).
Finally, the last classification divides outlets by distribution channels.

1. Network (organized) retail. Retail outlets of networks have characteristic features:

centralized management carried out from the network office;
low level of authority of the outlet administration (these include - the formation of current orders and the maintenance of internal trading discipline);
centralized supply (a single contract with a supplier or supplies from a network distribution center);
general assortment matrix and minimum, similar placement of goods on the shelves and pricing policy;
unified design, network recognition;
regulated, long-term and partnership relations with suppliers and manufacturers;

Networks include trade enterprises that unite at least three (although different companies have a different approach).
Neither the format of stores, nor belonging to one legal entity, nor the general sign are characteristic features networks. Many of the networks consist of completely different types: from shops with one checkout to hypermarkets. Sometimes network outlets have different names. Finally, when franchising, chain stores can be owned by several dozen owners.

2. To independent retail includes outlets of all types, from kiosks to supermarkets, that do not have the above characteristics.

3. Wholesale outlets (English name - wholesale). Work with ordinary buyer, and not only with legal entities (as distributors do). They sell small wholesale batches of products (usually from packaging) at a lower price than the retail price. They can have different formats, assortment and specialization (cash & carry, wholesale kiosk in the market, wholesale depot). When choosing a source of supply, they are guided by the minimum entry price.

Now consider a situation from field practice.

A certain Alik Guseinov owns six tents in the Southern District of Moscow. Is it a network or not? Huseynov himself believes that yes, and therefore requires discounts and other preferences. Let's think... Tents? In large cities, such networks are not uncommon. He does not have an office, but he certainly has a centralized administration. The vendors at the stalls never decide anything, citing Alik's ferocious nature. Hence, the second sign of the network is evident. Centralized supply also takes place. The owner every morning on the "GAZelle" goes to wholesale market and delivers goods to points. There are few independent suppliers and they are all “on the hook” with him. And yet it is not a network. The layout and assortment in different tents are different, and depend only on the will of the owner. Prices also vary both between kiosks and within product categories. The main thing is that almost all agreements are based on Huseynov's word of honor and the perseverance of sales representatives. And if tomorrow another supplier promises the owner a valuable gift, in an instant your display will be swept away from the window. Cooperation with networks implies long-term partnerships.

Networks and communities of independent stores uniting in order to obtain a single profitable contract with a supplier are not. Indeed, besides this, they have nothing in common, and they remain the same independent “Birches”, IP Davydov, etc.
In addition to generally accepted classifications, companies use their own, used for more accurate planning and monitoring of work results. Why is this needed? Have you noticed, but there are supermarkets, even at the entrance to which, there is a feeling of complete abandonment? No, the supply of goods there, of course, is underway. But look around, the equipment from the manufacturers is old, the layout in them is sloppy, you can’t see the merchandisers scurrying back and forth, and the products of third-rate companies have triumphantly placed in the checkout area. And it's in the supermarket! And at the same time, there are small counter shops, impossibly cramped, with capricious owners, but it is there that real fights unfold for every centimeter of space, for every position in the assortment between trade representatives.

So what's the deal? In priorities. Retail outlets can vary significantly in their degree of importance for a company depending on sales volume, specialization, markup, customer traffic, geographic location, surroundings, etc. For example, a specialist tobacco shop will undoubtedly be a priority for representatives of any tobacco company, even if it is courtyard of the factory dormitory. And the tiny grocery store on “Tverskaya” (I’m not sure that there are any, but I’ll still assume for the sake of illustration), won’t absolutely all trade representatives in the territory direct their efforts there?

The most common is the division into categories: A, B, C and D, although in practice I have seen other options: like superior quality, high quality, medium and low. It is to stores and kiosks of type “A” that the maximum attention of management is riveted, where marketing budgets are directed first of all, and where it will be most difficult for you to fight with competitors.

Trade Format- this is a set of parameters by which the belonging of a trade enterprise to any standard existing in world practice is determined.

The modern retail trade network consists of many types, classes and categories of trade enterprises.

There are the following types of outlets:
Department store– shop with a universal assortment of non-food products and food products daily demand. The department store has important advantages compared to other stores: it provides customers with the maximum range of non-food products, the buyer has the opportunity to purchase goods in one place, additional services are provided;
supermarket– a trading company with a sales area of at least 400 m2, trading on a self-service basis. The range of goods includes over 2 thousand items. Distinctive features of supermarkets are: the versatility and completeness of the range of fully packaged food products, the availability of non-food consumer goods for sale;
supermarket– a large self-service store with a floor area of at least 400 m2, selling mainly food products, non-food products account for about 30% of its assortment. Supermarkets are characterized by a wide display of packaged, conveniently located goods and fast customer service. In large supermarkets, the assortment of goods includes 4-6 thousand items: 1.5-2.5 thousand food and 2-3.5 thousand non-food products;
hypermarket- the main distinguishing feature of the hypermarket - affordable prices, variety trade service And additional services. A hypermarket differs from a supermarket in its large size, further development self-service methods and the trend towards direct communication between manufacturer and consumer. All goods are transported by suppliers directly to hypermarkets. Hypermarkets are shops with an average sales area of 6,000 to 20,000 sq. m. m, selling both luxury and consumer goods, with an emphasis on basic consumer goods and food. Nomenclature of goods - 25-35 thousand items;
deli is a general food store with a small area (250-300 m2) with a traditional sales method through the counter. As a rule, it includes several necessary sections: dairy, meat, gastronomy, drinks, groceries, bakery products(if there is enough space) related products;
mini markets have a small area (on average 60-80 m2, sometimes up to 300 m2). Some of them use the traditional method of selling through the counter, some work according to the self-service method. Deliveries of goods - from distributors or wholesalers;
specialized stores work with one product group or part of it. The turnover of goods of the main assortment in them is 80%. Main distinguishing feature specialized stores - the saturation and depth of the assortment and the provision of services when choosing a product.

The retail trade network of Russia is widely represented by a small retail network, which includes pavilions, kiosks, tents and vending machines. Through pavilions, tents, kiosks, goods of mass, everyday demand (confectionery, cigarettes, beer, etc.) are sold. The small-scale retail network is highly mobile, which makes it possible to bring goods as close as possible to customers and thereby reduce the time spent on their purchase. The development of a small retail trade network does not require large investments, it allows using cheap materials for its construction. Many of these facilities operate 24 hours a day:
a pavilion is a closed, equipped building with a trading floor and a room for storing inventory, designed for one or more workplaces;
a kiosk is a closed building equipped with commercial equipment that does not have a trading floor and premises for storing goods, designed for one workplace seller, inventory stored in the area of the kiosk;
tent - an easily erected collapsible structure, equipped with a counter, without a trading floor and premises for storing goods, designed for one or more workplaces of sellers, on its area there is a commodity stock for one day of trading;
open markets - clusters of retail outlets in a single area under one administration.

Enterprises retail also need to be classified by location and concentration. Depending on the level of concentration of stores, the following options are possible:
- isolated placement of a trade enterprise relative to other outlets;
- group placement of outlets of the same specialization;
- group placement of outlets of different specializations.

When placed in isolation trade enterprises geographically distant from other locations. Isolated hotspots may, however, be located close to other forms of economic and social activity. An isolated point is located in such a way as not to share the flow of consumers with other sellers. A distinction is made between monopoly and operational isolation.
Exclusive isolation is a location that gives the merchant a uniquely convenient and accessible position for consumers. The point located in this way is isolated from competing points, but is very convenient for transport links, for example, a bookstore on the territory of an educational institution.
Operational isolation provides isolation in individual "operations" - for example, in the specialization of the assortment, the use of any form of sales, etc.
Group accommodation involves the close location of enterprises or even their close proximity.
A group is two or more closely spaced retailers who share a common clientele with minimal effort.

The topic of assortment management using the principles of category management is relevant for retailers throughout the post-Soviet space, both for large retail chains and for small operators.

Unfortunately, it is not yet possible to speak of a serious and systemic work domestic companies with product categories. This is a labor-intensive, costly and knowledge-intensive process. However, a growing number of retailers are realizing the need to implement this retail technology and are interested in proven models that can be put into practice.

Implementation prerequisites

What is category management? This is the management of customer loyalty first of all, and only then the turnover, gross income, trading space, stocks, human resource companies.

The category manager must work strategically with product groups using professional knowledge about the product and the buyer. It must always be remembered that the main subject of any commercial activities- the target consumer, therefore, the category manager should look at all his actions precisely through the eyes of the target buyer of the company.

There are a number of prerequisites that indicate the need to introduce category management in a company:

1. Insufficient growth in turnover and (or) gross income. Often, retailers evaluate the level of turnover by comparing it with the indicators of previous months (for example, if in September it was lower than in August, they conclude that turnover is falling). However, such an analysis is incorrect, since the indicators of trade turnover and gross income should be compared only with the data of the same period last year. If during the year the turnover (taking into account the inflation rate) has not grown enough, there is reason to think about the effectiveness of managing product categories in the company, as well as the forecast for budget implementation as a whole.

2. The outflow of buyers or a slight increase in their number.

3. Lack of balance in the assortment. It is common for some product categories to be very widely represented at the point of sale, while others are insignificant, with just a few types of products. It is important to avoid such an imbalance and, when forming an assortment, take into account a complex of factors. In particular, each product group should be represented by products of different price and class, taking into account the preferences of target buyers.

4. Lack of goods on the shelves in the evenings and weekends.

5. Unconscious dissatisfaction of the company's employees with the assortment. There may come a time when company employees, whether they are managers, financiers, stackers of goods on the trading floor, themselves feel that something is wrong with the assortment, they will experience discomfort when they find themselves in the role of a buyer (making purchases in their store and encountering shortcomings in the assortment filling ). Critical statements will begin to sound in the process of both working and informal communication.

6. Strong competitive environment. Perhaps this is the main reason for the introduction of category management as a trading technology. Tougher competition leads retailers to the need to work “according to science”.

7. Disagreements with suppliers regarding assortment issues. They occur very often, however, if the supplier sees that the retail chain adheres to a competent approach to assortment management and all its actions are justified, the dialogue between the parties will move to a qualitatively new level.

8. Low efficiency of promotional activities. As a rule, its reason lies in the ignorance of the category managers of the basics of the profession, the misunderstanding of which categories, how and when to effectively promote. The two most common mistakes are to constantly promote the highest rated products, or to promote what the supplier wants, not the buyer.

9. High cost consumer basket compared to competitors.

10. Uneven distribution of the flow of customers inside the trading floor. If the trading space is divided incorrectly, there are areas and zones in which buyers rarely appear or simply do not exist.

11. Expansion of business and organization of a new format. Having decided to develop a new retail format, the company should consider the use of category management among the key issues. For the right start, you need to start with the preparation of the so-called "floor plan" (floor plan).

Retail space management policy

The most important documents for a retailer, which need to be compiled and updated periodically (usually once a year), cover such types of policies as: assortment, price, commercial, promotional, as well as retail space management policies. Let us dwell on the stages of development and implementation of the latter.

Let's say at retail network 60 product categories, but managers do not know who the target customer is, what value this or that category has for the company (whether it belongs to the target, main, convenient or seasonal) and what strategy is best applied to it (traffic generator, purchase generator, protective , fashionable or acquired for pleasure). Only after the answers to these questions are received, it is possible to start forming the assortment structure and creating or adjusting the “floor plan”, that is, the distribution of space between product categories (Fig. 1). Many retailers make a big mistake when they create a "floor plan" through brainstorming among active employees of the commercial, and most often operating service. Subsequently, the analysis often reveals serious shortcomings in the layout of the trading floor and the distribution of space between individual product groups. We have to correct mistakes.

If accepted strategic decision engage in the formation of a USP, at first you can get by with the existing resource of managers. This is an interesting project, during which they develop and implement sub-subgroup maps, correct the "catalog tree", determine the basic principles for constructing planograms, create document forms, instructions, and training materials.

You need to start by assigning a role and strategy to each product category. This can be done intuitively, based on knowledge, or it can be calculated. The strategy for each category is assigned, taking into account the target buyer. A company can choose a set of categories that it considers most interesting (for example, dairy products, confectionery, gastronomy), and set a goal - for example, to make them the best in the city. In this case we are talking about target categories, but the strategy for each of them may be different, for example, for dairy products - protective, and for confectionery- image.

To determine the rating of each product category using calculations, a special analysis tool is used (Table 2). You need to know the sales volume of the category in monetary terms(you can add the column "Sales in pieces"). Part of the data is acquired from research agencies involved in market research and household behavior. These data include penetration rate (percentage of households that buy items in a given category on a monthly basis), purchase frequencies (annual average of purchase frequency per month), and monthly household spending on a particular category.

Each factor has its own weight, which one - the retailer decides. So, in the above example (Table 2), the first place in importance is occupied by sales, the second - by household expenses, the third - by the penetration rate, and the fourth - by the frequency of purchases. As a result of mathematical calculations, the final rating of product categories is obtained. IN this example non-durable milk was the most significant product for the retailer.

If you rank all product categories (let's say, make a rating from 1 to 60), it is generally accepted that the first 15% of the list are the target categories, the most important. The last 15% are convenient categories, acquired mostly impulsively, on a “saw-bought” basis. In the middle of the list are the main product categories that generate, among other things, turnover.

For example, in Australia, all retail chains sell non-durable milk at prices below purchase prices. This is a normal practice, an established market, since for local retailers non-durable milk is a target category with a defensive strategy, that is, they have to defend themselves from competitors by aggressively attracting buyers. In Russia, as a rule, the target categories are: dairy products, fresh meat and fish, and, in particular, for the Auchan chain, these are seafood and home-made bread.

To summarize the results complex analysis assortment, it is recommended to compile a special matrix (Table 3). It helps to visualize the role and strategy of each product category, the number of SKUs of a particular price level, the type of product display, etc. For category managers, the assortment matrix is a working tool that makes it possible to see the big picture, to add up the meaning of the procession in their minds.

Area distribution

One of key indicators, which needs to be analyzed in order to competently manage product categories, is the annual dynamics of sales of each of them in relation to previous periods. These dynamics can be viewed as a company as a whole or by comparing the performance of individual stores. If the number of retail outlets is increasing, only those that were already in operation last year should be taken into account. After conducting such an analysis, the retailer will clearly understand which product categories are driving the company's sales growth, and which are experiencing a decline.

Then you need to make a table of ratios of the share of the category in the turnover of the store, gross income and occupied retail space. And also compare the category development trend in your company and in the market. So, if the cheese market is growing by 8% per year, there is no need to expand its assortment and occupied trading space to 45%.

Thanks to analytical reports, you can determine how much space on the trading floor to allocate for specific product categories. Of course, the role and strategy of the category must also be taken into account in this matter. For example, if bread occupies 12% of the store's turnover, it is illiterate to allocate only 4% of shelf space for it. Some companies make a serious mistake by allocating to the grocery group (usually belonging to the target or main category), at best, a percentage of the area corresponding to the share of this category in the store's turnover. It is necessary to analyze each subcategory in detail and, in general, give groceries as much space as the store's need for an average daily (at least) stock of this product. If we significantly reduce the number of goods needed by all households without exception and with a high frequency of purchases (bread, sugar, cereals, etc.), the consequences can be catastrophic. Due to the fact that there is not enough space for everyday goods, there are not enough products for everyone, the shelves are often empty, especially during the "hot time". Imagine, you need flour, but it is not on the shelf, or there is another one that you usually do not buy. Consumer loyalty begins to fall, they go to competitors.

In essence, there are sectoral indicators of the ratio of shelf share, turnover and gross income. To start understanding the deep processes of this knowledge is enough. Who should be the bearer of this knowledge in the company? Certainly, Commercial Director, although often everyone tries to influence the most sacred - assortment and shelves.

After the distribution of the trading area between the individual categories, they begin to form a shelf space inside each of them. Take, for example, the category of all-purpose cleaners. For each product group included in it, we compare such indicators as: turnover in money, markup, turnover in pieces, shelf percentage and market share (Fig. 2).

Deviations and distortions in the "Other cleaning products" group immediately become visible. Ideally, the ratio should be equal: the share in turnover should correspond to the share of the shelf and the market share (unless otherwise provided by the commercial policy of the given period). It is important that the share of sales in pieces correlate with the share in turnover or be higher (taking into account the unit cost of a product unit in a category).

A more in-depth analysis that can be carried out in conjunction with suppliers is to determine the structure of the shelf. Leading manufacturers necessarily carry out this kind of research themselves and come to a knowledgeable retailer with specific proposals related to how it is expedient to allocate space between product groups, starting from the situation in the category (Fig. 3).

The last column of the diagram is a proposal for correcting the situation put forward by the supplier (or developed jointly by the parties). Then, taking into account the percentage of shelf space occupied, a planogram is drawn up for laying out products in a category, and this issue can also be resolved by the manufacturer, having the necessary IT resource (Fig. 4).

Critical points

Of course, when managing the assortment, mistakes cannot be avoided. Consider the reasons why they most often occur:

1. Sale of shelf space and introduction of goods into the assortment for a fee. This practice is contrary to the essence of category management. It is necessary to allocate shelf space based not on how much money the supplier will offer, but on the basis of the interests of the buyer. The shelf share of a particular brand should correspond to its market share. If the supplier wants to get more shelf space than it occupies in the market, additional preferences can be considered, respecting the interests of the buyer. In addition, if the retailer abandons the addiction to selling shelf space, we can talk about moving to a new, higher level of business.

2. Making decisions on the assortment at assortment meetings. This is also a delusion and a great evil. Assortment decisions should be made exclusively by the category manager, who manages his category as a separate business unit. If heads of departments and other employees interfere in this process (with the wording “Let's try”), this is the path of constant throwing and blurring of responsibility. Negative influence most directly - to the implementation of the budget and the development of the company.

3. Lack of assortment policy, including quotas in groups. This means that category managers and the commercial director do not know what the role and strategy of each product category is, how many SKUs are represented in categories, what is the percentage of assortment rotation, including during seasons, how the portrait of the buyer and his expectations change over time. The process of purchasing goods is at best intuitive and not subject to analysis and control.

4. The division of the trading space is directly proportional to sales in terms of money. This is a gross mistake: you can not allocate as much space for a product group as it occupies in circulation.

5. Lack of market information. As a rule, the work of a retailer with a research agency is structured as follows: the company provides the agency with information on sales, and in return receives data on the market (competitor shares, growth rates compared to competitors, category sales dynamics compared to last year, sales dynamics of private trademark in relation to the main assortment, etc.). If a retailer does not have this critical market information, it cannot effectively manage product categories.

6. Weak analytical base. In many retail companies The IT system is completely unadapted, there is no regulation, no mailing management reporting, it is not clear how the data is calculated. Managers do not make, receive or analyze reports. Then the question arises: “On the basis of what decisions are made every minute?”

7. Lack of a single database control center. Any data about the product, including the purchase price, can only be changed by a limited circle of people in strict accordance with the established regulations.

Implementation results and risks

Thanks to the introduction of category management, the retailer gets the feeling of managing the most valuable thing - the retail space. As knowledge increases about the buyer, product, partners, equipment in the trading floors and much more, what makes up daily work, there is a stable implementation of internal reserves. This is reflected in an increase in turnover and gross income, an increase in the number of customers, the development of product categories, and a general increase in the level of company management.

The reverse side of the coin is the possible risks in the implementation of category management. So, the company may not have enough resources. For example, the most common deficiency is the lack of an adapted IT system and the inability to quickly generate the necessary analytical information. The ongoing changes usually have many opponents, and only a few employees show the initiative. The formation of a new commercial policy takes time: as a rule, it takes more than one month. With the support of a supplier, only a small number of categories can be mastered - up to 20%, since today only a few suppliers in a narrow number of product categories are engaged in category management. There are also difficulties with obtaining information about the market: you need to study all the details of this process, conclude agreements with research agencies, establish data exchange, etc. Initially, the wrong organization of the “floor plan” can become a deterrent. Having once made a layout and bought commercial equipment, it can be difficult to radically rebuild everything, and even carry it out in a continuous trading process. Many problems also arise in the implementation of planograms for laying out products. Store employees may refuse to perform this responsible and painstaking work.

July 20th, 2009 § 4

The division of outlets by type is not a simple topic, as it might seem at first glance. After all, almost every company uses its own approaches to determining which outlet belongs to which type, and the criteria themselves often differ. And in the fields it is even more difficult! You drive up to the store and start to puzzle over how to correctly mark it in the customer card? For example, the sign proudly reads: “supermarket”, inside there is one cash desk and a tiny hall, where only a security guard on a chair and a yawning saleswoman can fit? Or you reluctantly go into a grocery store, and suddenly a huge trading floor opens up with a brilliant design, a fountain, not poor customers, but at the same time, trade is conducted through numerous counters. The hand is already starting to print “super…”, but the mind asks: “Where is self-service?” In general, some riddles! And it would be possible to give up: “They say, let the authorities sort it out!”; but, believe me, you need it first of all yourself. Approaches to work with various types outlets are seriously different!

So, let's start with the most common classification by size and principles of operation, which describes all the main types of outlets that a sales representative encounters in his work.

1. Hypermarkets. Large self-service stores with a sales area of more than 1000 sq.m. and an assortment of up to 80,000 items. Hypermarkets are located on major highways, have a parking lot. The basic principle of work is all purchases in one step. The standard shopper visits the hypermarket no more than once a week, but the occupancy of his cart is often limited only by the wallet. Here, skilful traps lie in wait for the client at every step, and as a result, half or more of the purchases are not planned in advance and are the result of a psychological impulse. Hypermarkets combine a policy of low prices for the most popular and seasonal goods, with a quite standard margin for the rest. Very often, these stores sell products of their own production.

The administration of hypermarkets prefers to deal with manufacturers, demanding significant discounts from them. Deliveries are carried out in accordance with the assortment matrix, each position of which is additionally paid. Sales are mainly carried out on their own equipment. Hypermarket managers take a rather tough negotiating position, which, frankly, is justified, because they really guarantee a significant amount of sales.

2. Supermarkets. Self-service stores with sales area from 300 to 3000 sq.m. Supermarkets are usually located in residential areas or areas with high traffic (for example, near metro stations). Classical supermarkets have a wide range of food, beverages, household chemicals and household goods, but there are also those specializing in the sale of non-food products. If the store has a high markup, then it is offset by a policy of constant discounts that encourage customers to visit. This category of outlets has more than two cash desks for settlements with customers.

Delivery of products to supermarkets is carried out by both manufacturers and official distributors. As a rule, there is a paid assortment matrix. Supermarkets often demand significant discounts and payment deferrals from suppliers, but can be flexible in negotiations.

3. Supermarkets. Sales area of at least 300 sq. m. Shops of the traditional form of customer service, through the counter. Usually located in residential areas. Sales are carried out by sections, with separate assortment groups: drinks, groceries, etc. They specialize in both food and household goods. Often there are mixed-type supermarkets with a predominance of products in the turnover. Pricing is unregulated (but very low for bread and milk). Payments can be made through the cash desks located directly in the sections or the general cash desk, but the goods are in the hands of the buyers only at the time of payment.

4. Traditional shops. The most common category of outlets. Have a small area (from 50 to 300 sq.m.) Often referred to as corner stores. These are mainly food stores, but not rare and household ones. Customer service is carried out through the counter, although sometimes there is a self-service option (mini market). The markup is high. Deliveries, as a rule, are carried out by distributors, but often the goods are purchased independently at trading bases and the market. They usually have a negative credit history, so they pay on delivery. Due to limited working capital and retail space, the administration of traditional stores cooperates with a limited number of suppliers. At the same time, it is here that the widest opportunities open up for experiments with the assortment and placement of equipment.

5. Pavilions. Small retail outlets up to 20 sq.m. Sales are conducted through the counter and, as an option, through the window. They have a limited assortment, mainly quick-turnaround products of high demand and well-known brands. Pavilions can have food and non-food specialization.

6. Kiosks. Retail outlets without a trading floor, with a small area. Sales are only through the window. The bulk of the turnover falls on impulse goods, cigarettes and drinks. May have a specialization: food, non-food, mixed type, specialists (newspaper, tobacco). Purchases of goods are mainly made independently in the markets and bases. Merchandising is weak.

The basis for the following classification is the format of customer service.

1. Counter outlets (department stores, pavilions, traditional shops and kiosks). The display of goods is carried out on a showcase to which the buyer does not have access. Sales are conducted through the cash desk in the department or through the general cash desk of the store. This format is dying out in big cities for a number of reasons: firstly, many buyers are used to choosing, which they are deprived of in counter stores; secondly, such outlets are associated with poor quality of service and goods (which is often true!); thirdly, due to high prices (suppliers usually get the most profit from working with this particular format. Added to this is the need to maintain the staff and the owner’s family, which is superimposed on a modest turnover and as a result we get a huge markup of up to 50% on individual items ); fourthly, due to natural aging processes, the proportion of the population that is psychologically comfortable to buy here is decreasing. However, counters have the important advantage of providing a quick buy, as thriving kiosks near metro stations demonstrate, and this is their resource for survival.

2. Self-service stores (hypermarkets, supermarkets, minimarkets, cash & carry). The work of such outlets is based on the principle of free choice and access to goods (with the exception of a few product groups). Sales are made through cash registers. A significant part of shopping in self-service stores is unplanned, which requires owners to have a wide product range and, consequently, large areas and working capital, which leads to the widespread use of chain supermarkets.

Outlets are distinguished by pricing policy.

A) Discounters - retail outlets that position themselves as economy-class stores and are distinguished by a low trade margin (no more than 20% or, subject to large discounts from suppliers, less than the average for the region), ease of design of the trading floor (savings in equipment, primitive layout ) and a limited range.

Discounters, in turn, are of two types: hard and soft.

A hard discounter has a small area for a supermarket (on average 800 sq.m.), an assortment of no more than 1000 items, a significant part of which are goods purchased regularly, minimal clearance, display is carried out on pallets and often in transport packaging.

Soft discounter. The main drawback of the stores of the previous type is not a very attractive image: overcrowding, queues at the checkouts, a small selection of goods and, as a result, they are not visited by the most desirable and massive buyer, with an income approaching the average and above. However, this group of the population also wants to save money and soft discounters present themselves as stores for people who do not like to overpay. There is already a wider assortment (up to 2000 items), not luxurious, but quite a decent hall, where you can meet live employees.

A separate and rare type of discounter is a category killer. The retail outlets related to it, as a rule, have a limited range of goods with an extremely low mark-up, therefore, at the same time as the killer appears, sales of relevant products in the surrounding stores and kiosks practically cease.

B) The activity of mass markets is based on the principle: quality goods at reasonable prices. These include most existing supermarkets.

B) premium. In this segment, there are retail outlets that sell, according to statements, exceptionally high-quality, exclusive and expensive products, which, however, does not prevent setting a huge margin on ordinary goods. They are positioned as stores for wealthy people and are located on prestigious streets and in expensive areas. The most common types are supermarkets and boutiques.

Finally, the last classification divides outlets by distribution channels.

1. Network (organized) retail. Retail outlets of networks have characteristic features:

General assortment matrix and minimum, similar placement of goods on the shelves and pricing policy;

Regulated, long-term and partnership relations with suppliers and manufacturers;

2. Independent retail outlets include outlets of all types, from kiosks to supermarkets, that do not have the above characteristics.

3. Wholesale outlets (English name - wholesale). They work with an ordinary buyer, and not only with legal entities (as distributors do). They sell small wholesale batches of products (usually from packaging) at a lower price than the retail price. They can have different formats, assortment and specialization (cash & carry, wholesale kiosk in the market, wholesale depot). When choosing a source of supply, they are guided by the minimum entry price.

Now consider a situation from field practice.

A certain Alik Guseinov owns six tents in the Southern District of Moscow. Is it a network or not? Huseynov himself believes that yes, and therefore requires discounts and other preferences. Let's think... Tents? In large cities, such networks are not uncommon. He does not have an office, but he certainly has a centralized administration. The vendors at the stalls never decide anything, citing Alik's ferocious nature. Hence, the second sign of the network is evident. Centralized supply also takes place. The owner goes to the wholesale market every morning in a GAZelle and delivers the goods to the points. There are few independent suppliers and they are all “on the hook” with him. And yet it is not a network. The layout and assortment in different tents are different, and depend only on the will of the owner. Prices also vary both between kiosks and within product categories. The main thing is that almost all agreements are based on Huseynov's word of honor and the perseverance of sales representatives. And if tomorrow another supplier promises the owner a valuable gift, in an instant your display will be swept away from the window. Cooperation with networks implies long-term partnerships.

In addition to the generally accepted classifications of retail outlets, companies use their own, used for more accurate planning and monitoring of work results. Why is this needed? Have you noticed, but there are supermarkets, even at the entrance to which, there is a feeling of complete abandonment? No, the supply of goods there, of course, is underway. But look around, the equipment from the manufacturers is old, the layout in them is sloppy, you can’t see the merchandisers scurrying back and forth, and the products of third-rate companies have triumphantly placed in the checkout area. And it's in the supermarket! And at the same time, there are small counter shops, impossibly cramped, with capricious owners, but it is there that real fights unfold for every centimeter of space, for every position in the assortment between trade representatives.

So what's the deal? In priorities. Retail outlets can vary significantly in terms of their importance to a company, depending on sales volume, specialization, markup, customer traffic, geographic location, surroundings, etc. For example, a specialist tobacco kiosk will undoubtedly be a priority for representatives of any tobacco company, even if it is located in the courtyard of a factory dormitory. And the tiny grocery store on “Tverskaya” (I’m not sure that there are any, but I’ll still assume for the sake of illustration), won’t absolutely all trade representatives in the territory direct their efforts there?

The most common is the division of outlets into categories: A, B, C and D, although in practice I have seen other options: like superior quality, high quality, medium and low. It is to stores and kiosks of type “A” that the maximum attention of management is riveted, where marketing budgets are directed first of all, and where it will be most difficult for you to fight with competitors.

So, this topic comes to an end, but I think it is necessary to parse the last example for consolidation.

You drive up to a new store. The Snezhan sign gives little information. Inside there is a small sales area of about 100 sq.m., sales are carried out through the counter. The predominant products are wine and spirits of a wide price range. As related products - wine glasses, corkscrews, other accessories and separately cigarettes of popular brands.

It is quite obvious that this traditional shop, counter, mass market and specialist.

You can't make a conclusion whether it's a network store or not without additional information. But I'm sure you will now!

RETAIL NETWORKS

August 26th, 2009 §0

Trading networks are becoming more and more widespread in our country. And this is a natural process for economically developed countries when retailers are scaling up their business. Getting on the shelf of a large network is the cherished dream of almost every manufacturer, but at the same time, an increase in the share of chain stores leads to a serious deterioration in the situation of consumers and small producers.

All sales representatives, without exception, face networks, knowing full well that in this case one must be on the alert. After all, everyone will demand special privileges (discounts, bonuses): from the owner of three tents near the Domodedovskaya metro station to really significant stores. In addition, when confronted with a network, a completely different level of negotiation will be required from the trade representative.

And yet, how to distinguish outlets of one owner from a real network? Trading networks have characteristic features:

Centralized management carried out from the network office;

The low level of authority of the administration of the outlet (these include the formation of current orders and the maintenance of internal trading discipline);

Centralized supply (single contract with the supplier or supply from the distribution center of the network);

General assortment matrix and minimum, similar placement of goods on the shelves and pricing policy;

Uniform design, recognition of network outlets;

Regulated, long-term and partnership relations with suppliers and manufacturers.

Networks include trade enterprises that unite at least three outlets (although different companies have a different approach).

Neither the format of stores, nor belonging to one legal entity, nor a common sign are characteristic features of the chain. Many of the chains consist of retail outlets that are completely different in type: from shops with one checkout to hypermarkets. Sometimes network outlets have different names. Finally, when franchising, chain stores can be owned by several dozen owners.

Retail chains are usually divided into large and small, federal (national), with stores in different regions of the country, and regional, concentrated in one or more nearby regions.

What are the benefits retail chains for manufacturing companies?

1. Guaranteed sales volume (any product that got into the stores of the network, one way or another, but is sold).

2. A stable level of distribution (the availability of SKUs in retail outlets is a constant phenomenon for the duration of the contract).

3. Low competition (far from all manufacturers who have expressed a corresponding desire get on the shelves).

4. Simplification of settlements (all payments for deliveries come from the network office).

What are the benefits of retail chains for consumers?

1. Standard and expected service (it is more difficult to encounter a low-quality product and a bad attitude of staff in chain stores).

2. Really low prices for single goods (manufacturers get huge discounts dedicated to promotions, which is what experienced buyers use, running for sweets in one network, and for sausage in another).

What are the disadvantages of retail chains for manufacturing companies?

1. high costs presence (admission fee, bonuses, bonuses, compensation, fines and many other indirect payments).

2. Low profit from sales (sales price in the network, as a rule, is lower than in retail).

3. Difficult to regulate accounts receivable(many chains shamelessly credit their development with the money of producers who are afraid of losing an important contract).

4. Dependence of business on the network (severance of relations with large network may even lead to the bankruptcy of the company).

5. Monopoly (networks actually determine the market in the region).

What are the disadvantages of retail chains for consumers?

1. Limited assortment (only those goods, those manufacturers with whom we agreed on the conditions).

2. Influence on the growth of the final price (costs of presence in the network, manufacturers transfer to the price of products).

1. Developed technologies for influencing the shopping basket (a significant part of purchases in chain stores are goods that are not planned in advance).

TRADE MARKETING

August 7th, 2009 § 6

It is known that the path to the prosperity of your company, and therefore yours, lies through successful sales. And although you try hard in the fields, you give all your best (I'm sure of it), but believe me, the main component of successful sales is the quality work of trade marketing. Therefore, it is simply great if a similar department exists in a company whose products you have the opportunity to distribute. And it is even better if not yesterday's students work in it, but normal practitioners, preferably those who have come out of the "fields". After all, it is then that your activity is productive, and its effectiveness is limited only by your performance!

Let's think about what exactly is the meaning of duties sales representative? The answer is simple - to ensure an uninterrupted product cycle: warehouse - customer - consumer. Your main task is to deliver the goods to maximum amount retail outlets, beautifully put it on the window and further support sales: take orders, monitor payments, expand and adjust the assortment. However, already at the first visit, customers should be waiting for your product or be well aware of it, but in any case, internally ready for its appearance on the shelves. It is this, that is, the formation of a high demand for a product that is ahead of distribution opportunities, that trade marketing should be engaged in, and not snooping on the Internet, building countless analytical tables or endlessly looking at new creative packaging. It is trade marketing that is the key part of the sales department, and not the field employees at all!

Unfortunately, in practice it is often the other way around. The main burden of spreading and maintaining interest in the product rests with sales representatives, which has led to the collapse of not the first brand and company. To justify the unprofessionalism of trade marketing, there is a common scheme: if the trade representatives did a good job and the product “went”, then it is the trade marketing department that “foresaw everything” that reaps the fruits of victory; if not, then all the bumps fall on salespeople who “will overwhelm any project.”

So, after an emotional introduction, you should still figure out what trade marketing really is? What functions does it perform?

There are two main goals of this division: to promote the promotion of goods to retail outlets as much as possible and to stimulate the constant interest in it among customers and buyers.

The first greatly simplifies your work with outlets. Now the appearance of a trade representative in the store only causes positive emotions: “Ah, vinegar“ Kislyatina ”! Where have you been going all this time? Come on, show me your price!”

“That doesn't happen!” You will exclaim and you will be wrong. This is almost what happens in companies where trade marketing works well. It comes to the point that the owners of shops and kiosks are independently looking for new product and cannot find it, and therefore perceive the arrival of a sales representative as a blessing!

Another sign of the quality work of trade marketing is the so-called “spontaneity”, that is, a favorable situation when a product, the distribution of which in the region has not been established, still ends up in a sufficient number of outlets, only because of the desire of the owners to have it on the shelves of shops and kiosks! Ask them to give an explanation for this behavior. “Ask!” - they will answer and they will be absolutely right, because this is a consequence of the implementation of the second important task of trade marketing: educating your customer, managing and maintaining demand. We can most effectively organize the work of selling products to retail outlets: through discounts, bonuses, gifts, but there the goods will “get up”! Why? No demand! The buyer does not take your beautiful box. A month or two passes, the contents deteriorate, and your relationship with the store collapses.

Trade marketing

Channels of influence of trade marketing. Principles and strategies for building an effective sales channel management system.

TM exposure channels include all places where your products are sold (wholesale or retail) or could be sold. Channels can be divided into distribution, wholesale, retail, corporate and occasional.

To distribution channel includes companies that directly purchase goods from one or more manufacturers. The manufacturer can sell the goods both only through distributors, and in parallel through a retail, corporate and occasional channel.

To wholesale channel y includes companies that buy goods from distributors and sell them to other wholesalers, retailers, and corporate customers. The main criterion that distinguishes a wholesaler from a distributor is that the wholesaler does not purchase goods directly from the manufacturer.

To retail channel includes all companies that sell goods to the final consumer. This channel also includes online stores.

To corporate channel include companies that purchase goods from manufacturers, distributors, wholesalers, and retailers to meet their needs.

To an irregular channel includes companies making one-time purchases in one of the other channels listed above. An irregular channel is often combined with a corporate one.

Principles and strategies for building an effective sales channel management system.

1.fastening responsible person for the channel management function (such a person may be a marketing director, commercial director, sales director);

2. definition of the performer or performers who implement the channel management function (executors can be the head of the marketing department, the head of the sales department, the trade marketing manager;

3. conducting a full audit of relationships with partners (distributors, dealers, corporate clients etc.), as well as the study of existing commodity distribution routes for the products supplied and the identification of key players in each channel in priority regions;

4. development of a strategy and tactics for managing sales channels by forming an optimal matrix of distribution channels at the current moment, as well as in the near and long term;

5. translation of the sales channel management strategy into specific targets for each channel/position of the matrix;

6. plan development marketing communications for the next period (a year or half a year) to penetrate into dedicated sales channels and develop existing ones;

7.preparation complete set marketing materials (presentations, brochures, commercial offers, product display standards, etc.) necessary to implement the approved channel management strategy;

8. development and implementation of a system of internal rules for all employees involved in the implementation of the commercial function (marketing department, sales department, purchasing department, logistics department, warehouse complex, transport service), to support the established sales channel management system;

9.development detailed plan implementation of the channel management strategy and the actual launch of the implementation.

Leverage and tools of influence on various objects of trade marketing. Concepts of bonuses, discounts, retro bonuses.

Levers and tools TM for buyers:

Display of goods on the shelves;

Seasonal and planned sales;

Demonstration and presentation of goods in stores;

Premiums for buyers;

Contests, lotteries and games for buyers;

Presence of a consultant at the point of sale;

Special events for sales staff and resellers:

Exhibitions of a certain specialization;

Presentations;

Samples for sales staff and demonstration of goods;

Trainings;

Conferences and seminars;

Diplomas and certificates.

Concepts of bonuses, discounts, retro bonuses.

Sell-in. Discounts for wholesalers and retailers:

Under specified individual conditions;

With a one-time purchase;

Upon reaching the set plan;

Off-season / seasonal;

In the form of an incentive for the sale of a new product;

For complex purchases.

sell-out. Trade link bonuses:

For each unit of goods;

Upon completion of an individual plan;

-% of sales volume;

With an increase in distribution;

Lottery;

Team bonus;

Concepts of POS-materials and commercial equipment. Types of POS materials. Features and principles of POS-materials development.

POS materials (design of points of sale, advertising of products that work at points of sale: wobblers, shelf talkers, price tags, stoppers, posters, tags, calendars, key rings, and any other souvenir items with product logos), which inform the buyer about the product and serve to attract his attention. Buyers, studying POS-materials, receive information about the benefits of products. Thus, due to the information content and the ability to draw attention to the product, POS materials stimulate sales. Skillfully planning advertising campaign, you can successfully promote your product at points of sale even with a modest budget.

Types of POS materials

1.Materials in the area of outdoor decoration.

2. in the entrance group

3.in the trading floor

4.in the place of display

5. in the checkout area.

Development of POS materials:

1. Efficiency ratio.

2. The ratio of the budget, the number of outlets and units of material.

3. The ability to hold attention, its readability (material), capital letters, max. words, one picture.

4. Originality.

Commercial equipment is the face of any store and the choice of commercial furniture should be approached with all care. TO commercial equipment include:

Refrigerators, racks, shelving, promo stands, floor stickers, dispensers above the cash registers, package displays in the center of the hall, branded package tape, branded box for small products, cracker tape, video displays, flags, ashtray, matches, glasses, cups, mirrors, elements decor, tables, chairs, umbrellas, etc.

Classification of outlets: Italian and Russian system. Principles of classification of outlets. Features of working with outlets of different types.

We must clearly understand who our customers are among the stores.

Italian classification:

1) Superstore is a huge store. More than 20 thousand sq.m. Food is more than 50% (we have a Marktkauf hypermarket). different pricing policy.

2) Hypermarket-Hyperstor (Auchan) from 4-10 thousand sq.m. Food 70%. They are located outside the cities. Uniform pricing policy for all categories of goods.

3) Supermarket (at the intersection of the passenger flow, the choice of location is important). From 500-2 thousand sq.m. Crossroads, 7th continent.

4) Superetto deli up to 500 sq.m. Food up to 90%. Everyday goods.

5) Discounters (special structure inside the store, large functional racks, minimum staff, etc.)

6) Small highly specialized shops from 60-80 sq.m. Meat, vegetables, bread.

Russian classification:

1) Hypermarket over 1000 sq.m. Up to 80 thousand SKU, outside the cities. One-stop-shopping-hypermarket concept, low price policy, especially hot and seasonal goods. Almost always have their own products. They prefer to buy not from distributors, but from manufacturers through a distribution center. A single assortment matrix.

2) Supermarket (self-service store), from 300-3 thousand sq.m. In residential areas, more often near the metro, there are more than two cash desks, products of daily demand. Actively work with distributors and manufacturers.

3) Deli supermarket less than 300 sq.m. Sales through the counter and sellers by section, food and household goods. Pricing is different. chaotic direction.

4) Traditional shops from 50 to 300 sq.m. Household or food. The margin is not very good, they work through distributors, not with manufacturers, a good place to experiment with a new product.

5) Pavilions up to 20 sq.m. Sales through the counter-window.

6) Kiosks-tents (scattered) without a trading floor with a small area.

Customer service format:

- Counter shops

- Self-service shops