Professional investigation report of famous chain enterprises in Britain and France
Professional investigation report of famous chain enterprises in Britain and France [2006-1-19]
In order to learn from the advanced experience of developing chain operations abroad, we were invited to conduct special inspections on chain operations in the UK and France. He has visited the world's leading chain companies such as TESCO, B&Q, British Family Store and Carrefour and Auchan in France.
Reasonable fee chain companies pay attention to establish a good relationship with suppliers - reasonable fees. The chain companies in Britain and France believe that they are partners with suppliers and share common interests and focus on consultation with suppliers. British and French chain companies also charge suppliers some fees, but the fees are collected to help suppliers to promote and negotiate with suppliers. They charge suppliers for new product fees, promotion fees, including marketing and publicity fees, such as B&Q in the UK, store discounts, new store discounts, sales discounts, promotional advertising fees, and additional shipping charges. For suppliers with specified requirements for sales locations, the payment period for suppliers of English and French chains is generally about one month.
Paying attention to reasonable management positioning The circulation industry in Britain and France is very developed, and the chain enterprises are more deeply divided and researched on various formats. The managers of British BH S divide commercial retail centers into: commercial streets, shopping malls, suburban commercial centers, large shops, leisure centers, and other single stores are divided into: markets, home grocery stores, specialty stores, boutiques, supermarkets. , department stores, giant supermarkets, etc. They pay great attention to the business positioning of the company, and conduct in-depth research and analysis on which business centers and formats are selected, and implement differentiated operations. For example, the UK's TESCO focuses on food operations in its own supermarkets, and the BH S stores focus on The operation of women's clothing focuses on middle-aged women customers in the 30s and 40s, middle-income, and the price and quality of goods are medium. B&Q's stores are generally between 3,000 and 18,000 square meters, with medium-income families and small and medium-sized decoration contractors as core customers. Focus on providing decoration services, 15% of sales are accompanied by decoration services or sales of goods due to the provision of decoration services. France Auchan is dedicated to the development of two types of supermarkets, giant supermarkets and standard supermarkets. Their supermarkets have parking lots and have gas stations. France National Music is a comprehensive development of hypermarkets, standard supermarkets, convenience stores, discount stores and warehouse supermarkets. Reasonable positioning and differential management have enabled them to gain a comparative advantage in market competition.
Actively develop its own brand of British and French chain companies pay more attention to the development and operation of their own brand of goods, as a circulation enterprise, directly close to the consumer, understand the needs and preferences of consumers, can be targeted to design, implementation Brand production. The development of self-owned commodity brands with high returns and good results is also conducive to establishing a chain enterprise image and expanding its influence. For example, British BH S is operated by its own brand. After in-depth inspection of the production enterprises, they put forward the requirements of commodity standards, quality, cost, etc., and the production enterprises are brand-named, and almost all of them operate their own brands. Now the BH S trademark brand has become a well-known brand in the UK. British TESCO also selected some large-scale goods on food, which are produced by reliable enterprises and even well-known enterprises. These foods with the TESCO trademark are of low price and good quality. They call them value-for-money and value-for-money products. Carrefour in France also has a number of products produced by the brand, especially in the discount stores, the proportion of self-owned brands accounted for a high proportion.
Logistics distribution system supporting the development of logistics and distribution is one of the core businesses of chain operations. The logistics distribution system of English and French chain enterprises is divided into three situations, one is the logistics distribution center established by the chain enterprise itself; the second is the logistics service using the socialized third-party logistics enterprise; the third is the combination of the first two methods, part Self-construction, other use of third-party logistics. British TESCO mainly relies on its own logistics distribution system. It has 22 logistics distribution centers, and the resources between distribution centers can be adjusted and shared. A 65,000-square-meter non-food distribution center near Paris has 1,400 employees, 160 large trucks and more than 3,000 pallets. The investment is about 15 million pounds based on the current price. It is responsible for 160 surrounding areas. The chain stores deliver goods with a delivery radius of 150-200 miles. The distribution center is mechanized, automated, and highly informatized. The forklifts and conveyor belts are used for handling operations. All the information is connected in the warehouse. Workers carry and access the goods according to the instructions displayed by the small mobile information system carried on the arm. Operation, less error and high efficiency. In addition, large-scale small-sized commodity transmission sorting and distribution lines, like the production lines of large-scale production enterprises, have left a deep impression. BH S's logistics and distribution business mainly relies on third-party logistics for its services. French Carrefour's French Logistics Headquarters is responsible for all logistics and distribution operations. It has 98 logistics distribution centers in France with 8,800 employees and an annual distribution of food worth 17 billion euros. Carrefour's logistics distribution is a combination of self-built and outsourced. Its own logistics distribution center accounts for about 20%, and third-party logistics services account for about 80%. A fresh food distribution center near Paris is using a logistics distribution service from a third-party logistics company, Nicholas. Carrefour only sent a few people to be responsible for convergence, commodity inspection and supervision, and all other logistics operations were handled by Nicholas. The distribution center is responsible for the distribution of 31 chain stores. In the morning, it accepts food orders from chain stores. In the evening, it will send its ordered food, including meat and aquatic products, to the store to keep the food fresh and safe. The supplier's time of purchase, etc. The logistics distribution center is running 24 hours. For the self-built logistics distribution center, or the use of social third-party logistics companies, which method is better? The management staff of Carrefour believes that each of the two methods has its own advantages and disadvantages. The distribution center established by itself can be more detailed and reassuring. By using third-party logistics enterprises to outsource logistics and distribution business, it is possible to build a logistics distribution center without a one-time investment. It is not responsible for the management of the enterprise, especially the management of personnel, which will be more worry-free.
Strive to build a good chain enterprise information system. The information system of the chain enterprises closely links the chain stores with the headquarters and the logistics distribution center. The operation of Carrefour's fresh food distribution center can explain the importance of information systems. Their chain stores send orders to the purchasing center, the purchasing center orders the suppliers, the suppliers stock and deliver them to the logistics distribution center. The center will then send it to the store on the same day according to the order requirements of each chain store. If there is no good information system support in this series, it will be difficult to do it within 24 hours. British TESCO has developed its own inventory system and warehouse information management system. They believe that information systems are essential for the effective operation of chain operations, especially to properly control the amount of inventory and provide sufficient goods to consumers. The success of their information systems has made their commodity prices 5%-10% lower than those with low efficiency, and they are in a favorable position in the market competition.
The development of discount stores is good. The biggest feeling of discount stores is that the price of goods is low. This is a significant difference from other formats. How does it achieve low prices? The main measures are as follows: First, the selected commodities are daily foods commonly used by residents, and the flow rate is large. Each type of commodities, such as mineral water, does not engage in many brands, only one or two. The selection range of brands and specifications is narrow, and the number of products is small. The operation management cost and the procurement cost; the second is that the self-owned brand accounts for a large proportion, and the procurement system directly produces the product to the manufacturer. The product quantity is large, there is no intermediate link, and the cost is low. The third is to adopt a cost-reducing management method, such as displaying the original packaging paper box on the shelf or stacking it on the tray to reduce labor costs. Dia has set up its own logistics distribution center according to the region, using the instant management of logistics warehouses and the quality control technology of its own branded goods to ensure daily food distribution, not only ensuring fresh food, but also effectively avoiding the phenomenon of out of stock. In Europe, Norway, Germany, Belgium, Denmark, Austria and other countries, the market share of discount stores accounted for more than 20% in all formats, and Norway reached 43%. The market share of discount stores in the UK and France is about 8% in all formats.
Establishing a true service concept In the process of investigating the chain enterprises in Britain and France, we often hear them talk about the service concept. All for the customers, such as the British BH S, they emphasize the quality and price ratio of their products, and provide customers with something. Value goods and services to create a shopping environment and atmosphere that customers are satisfied with. They believe that quality not only includes the goods themselves, but also emotions. The emotions they refer to specifically refer to the shopping environment and services, thus attracting repeat customers to come shopping. At TESCO, they also promote their value for money and value for their own branded goods. In the course of our investigation, the senior managers who accompanied us suddenly encountered customer inquiries and explained patiently. They did not neglect the customers because they accompanied us to investigate or have higher positions. In the B&Q shopping mall, when the store manager accompanying us inquired about the location of a certain commodity, he said to us, Sorry, our rule here is to answer the customer first when there is a customer who needs help. Take the customer first to find the item you are asking, and then come back to continue to receive us. It makes people feel that they really put the service first.
In order to learn from the advanced experience of developing chain operations abroad, we were invited to conduct special inspections on chain operations in the UK and France. He has visited the world's leading chain companies such as TESCO, B&Q, British Family Store and Carrefour and Auchan in France.
Reasonable fee chain companies pay attention to establish a good relationship with suppliers - reasonable fees. The chain companies in Britain and France believe that they are partners with suppliers and share common interests and focus on consultation with suppliers. British and French chain companies also charge suppliers some fees, but the fees are collected to help suppliers to promote and negotiate with suppliers. They charge suppliers for new product fees, promotion fees, including marketing and publicity fees, such as B&Q in the UK, store discounts, new store discounts, sales discounts, promotional advertising fees, and additional shipping charges. For suppliers with specified requirements for sales locations, the payment period for suppliers of English and French chains is generally about one month.
Paying attention to reasonable management positioning The circulation industry in Britain and France is very developed, and the chain enterprises are more deeply divided and researched on various formats. The managers of British BH S divide commercial retail centers into: commercial streets, shopping malls, suburban commercial centers, large shops, leisure centers, and other single stores are divided into: markets, home grocery stores, specialty stores, boutiques, supermarkets. , department stores, giant supermarkets, etc. They pay great attention to the business positioning of the company, and conduct in-depth research and analysis on which business centers and formats are selected, and implement differentiated operations. For example, the UK's TESCO focuses on food operations in its own supermarkets, and the BH S stores focus on The operation of women's clothing focuses on middle-aged women customers in the 30s and 40s, middle-income, and the price and quality of goods are medium. B&Q's stores are generally between 3,000 and 18,000 square meters, with medium-income families and small and medium-sized decoration contractors as core customers. Focus on providing decoration services, 15% of sales are accompanied by decoration services or sales of goods due to the provision of decoration services. France Auchan is dedicated to the development of two types of supermarkets, giant supermarkets and standard supermarkets. Their supermarkets have parking lots and have gas stations. France National Music is a comprehensive development of hypermarkets, standard supermarkets, convenience stores, discount stores and warehouse supermarkets. Reasonable positioning and differential management have enabled them to gain a comparative advantage in market competition.
Actively develop its own brand of British and French chain companies pay more attention to the development and operation of their own brand of goods, as a circulation enterprise, directly close to the consumer, understand the needs and preferences of consumers, can be targeted to design, implementation Brand production. The development of self-owned commodity brands with high returns and good results is also conducive to establishing a chain enterprise image and expanding its influence. For example, British BH S is operated by its own brand. After in-depth inspection of the production enterprises, they put forward the requirements of commodity standards, quality, cost, etc., and the production enterprises are brand-named, and almost all of them operate their own brands. Now the BH S trademark brand has become a well-known brand in the UK. British TESCO also selected some large-scale goods on food, which are produced by reliable enterprises and even well-known enterprises. These foods with the TESCO trademark are of low price and good quality. They call them value-for-money and value-for-money products. Carrefour in France also has a number of products produced by the brand, especially in the discount stores, the proportion of self-owned brands accounted for a high proportion.
Logistics distribution system supporting the development of logistics and distribution is one of the core businesses of chain operations. The logistics distribution system of English and French chain enterprises is divided into three situations, one is the logistics distribution center established by the chain enterprise itself; the second is the logistics service using the socialized third-party logistics enterprise; the third is the combination of the first two methods, part Self-construction, other use of third-party logistics. British TESCO mainly relies on its own logistics distribution system. It has 22 logistics distribution centers, and the resources between distribution centers can be adjusted and shared. A 65,000-square-meter non-food distribution center near Paris has 1,400 employees, 160 large trucks and more than 3,000 pallets. The investment is about 15 million pounds based on the current price. It is responsible for 160 surrounding areas. The chain stores deliver goods with a delivery radius of 150-200 miles. The distribution center is mechanized, automated, and highly informatized. The forklifts and conveyor belts are used for handling operations. All the information is connected in the warehouse. Workers carry and access the goods according to the instructions displayed by the small mobile information system carried on the arm. Operation, less error and high efficiency. In addition, large-scale small-sized commodity transmission sorting and distribution lines, like the production lines of large-scale production enterprises, have left a deep impression. BH S's logistics and distribution business mainly relies on third-party logistics for its services. French Carrefour's French Logistics Headquarters is responsible for all logistics and distribution operations. It has 98 logistics distribution centers in France with 8,800 employees and an annual distribution of food worth 17 billion euros. Carrefour's logistics distribution is a combination of self-built and outsourced. Its own logistics distribution center accounts for about 20%, and third-party logistics services account for about 80%. A fresh food distribution center near Paris is using a logistics distribution service from a third-party logistics company, Nicholas. Carrefour only sent a few people to be responsible for convergence, commodity inspection and supervision, and all other logistics operations were handled by Nicholas. The distribution center is responsible for the distribution of 31 chain stores. In the morning, it accepts food orders from chain stores. In the evening, it will send its ordered food, including meat and aquatic products, to the store to keep the food fresh and safe. The supplier's time of purchase, etc. The logistics distribution center is running 24 hours. For the self-built logistics distribution center, or the use of social third-party logistics companies, which method is better? The management staff of Carrefour believes that each of the two methods has its own advantages and disadvantages. The distribution center established by itself can be more detailed and reassuring. By using third-party logistics enterprises to outsource logistics and distribution business, it is possible to build a logistics distribution center without a one-time investment. It is not responsible for the management of the enterprise, especially the management of personnel, which will be more worry-free.
Strive to build a good chain enterprise information system. The information system of the chain enterprises closely links the chain stores with the headquarters and the logistics distribution center. The operation of Carrefour's fresh food distribution center can explain the importance of information systems. Their chain stores send orders to the purchasing center, the purchasing center orders the suppliers, the suppliers stock and deliver them to the logistics distribution center. The center will then send it to the store on the same day according to the order requirements of each chain store. If there is no good information system support in this series, it will be difficult to do it within 24 hours. British TESCO has developed its own inventory system and warehouse information management system. They believe that information systems are essential for the effective operation of chain operations, especially to properly control the amount of inventory and provide sufficient goods to consumers. The success of their information systems has made their commodity prices 5%-10% lower than those with low efficiency, and they are in a favorable position in the market competition.
The development of discount stores is good. The biggest feeling of discount stores is that the price of goods is low. This is a significant difference from other formats. How does it achieve low prices? The main measures are as follows: First, the selected commodities are daily foods commonly used by residents, and the flow rate is large. Each type of commodities, such as mineral water, does not engage in many brands, only one or two. The selection range of brands and specifications is narrow, and the number of products is small. The operation management cost and the procurement cost; the second is that the self-owned brand accounts for a large proportion, and the procurement system directly produces the product to the manufacturer. The product quantity is large, there is no intermediate link, and the cost is low. The third is to adopt a cost-reducing management method, such as displaying the original packaging paper box on the shelf or stacking it on the tray to reduce labor costs. Dia has set up its own logistics distribution center according to the region, using the instant management of logistics warehouses and the quality control technology of its own branded goods to ensure daily food distribution, not only ensuring fresh food, but also effectively avoiding the phenomenon of out of stock. In Europe, Norway, Germany, Belgium, Denmark, Austria and other countries, the market share of discount stores accounted for more than 20% in all formats, and Norway reached 43%. The market share of discount stores in the UK and France is about 8% in all formats.
Establishing a true service concept In the process of investigating the chain enterprises in Britain and France, we often hear them talk about the service concept. All for the customers, such as the British BH S, they emphasize the quality and price ratio of their products, and provide customers with something. Value goods and services to create a shopping environment and atmosphere that customers are satisfied with. They believe that quality not only includes the goods themselves, but also emotions. The emotions they refer to specifically refer to the shopping environment and services, thus attracting repeat customers to come shopping. At TESCO, they also promote their value for money and value for their own branded goods. In the course of our investigation, the senior managers who accompanied us suddenly encountered customer inquiries and explained patiently. They did not neglect the customers because they accompanied us to investigate or have higher positions. In the B&Q shopping mall, when the store manager accompanying us inquired about the location of a certain commodity, he said to us, Sorry, our rule here is to answer the customer first when there is a customer who needs help. Take the customer first to find the item you are asking, and then come back to continue to receive us. It makes people feel that they really put the service first.
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