沃尔玛最新品类管理动态

xiaoerp

typical article/背景资料：   

Having written the book about taking costs out of the supply chain, Wal-Mart is now focusing on building growth categories and taking market share. To bring all this about, Wal-Mart has developed a category framework it calls "win, play and show." It is tied to each category's growth potential and Wal-Mart's advantage of scale there.
Also important is the credibility Wal-Mart might or might not have as a destination for the category. A "win" category typically is growing at twice the rate of its business unit. On a conference call, John Fleming, EVP and chief merchandising officer, cites, by way of example, pet products -- a fast-growing category where Wal-Mart has a scale advantage. You can expect to see Wal-Mart adding SKUs to "win" categories.
A "play" category (not "place," as in horse racing, although the analogy is apt) is one that is growing, but not as quickly as a win category. A play category may also be a stable business where Wal-Mart has a scale advantage and can offer highly competitive prices. An example here might be denim, where Wal-Mart has a huge scale advantage but doesn't have access to the full range of product. Since it will thus not be seen by consumers as a destination for denim, it will not invest as heavily here as it will in pet products. You can expect stability in SKU counts in "play" categories.
By the way, we're using pet foods and denim as examples because those were the ones used by Wal-Mart __execs in their conference calls. But you get the idea.
A "show" category is typically one that is on the decline, and one where Wal-Mart may not have a scale advantage or credibility as a destination retailer. This category's mission is to fulfill Wal-Mart's one-stop shopping proposition, but you can expect to see ongoing SKU rationalization here.
"It's important that we have tape measures, but we don't need to have 28 tape measures, which before we started this process we actually carried at one time," Mr. Fleming says. "It gives us the opportunity to really rationalize the assortment and supplier base to be able to drive more productivity, to be able to invest in the win categories."
He goes on to say that, "We should never feature products from a 'show' category. We used to all the time and yet those are categories that are declining. That is not what we should be using our feature space for. So it just gives us a framework to be more efficient, but I think even beyond that to be more relevant to customers."
沃尔玛充分展示了其在供应链上节约成本的功夫后，又开始在品类管理上狠下功夫，来抢夺市场份额。为此，沃尔玛开发了一种被称为“超速增长，快速增长，展示需要”的品类组合框架。它根据每个品类的销售增长潜力和沃尔玛的规模优势进行组合。
充分展示了其在供应链上节约成本的功夫后，又开始在品类沃尔玛又计划在品类管理上狠下功夫，来抢夺市场份额。为此，沃尔玛开发了一种被称为“超速增长，快速增长，展示需要”的品类组合框架。它根据每个品类的销售增长潜力和沃尔玛的规模优势进行组合。
另一个重要的考虑因素是顾客是否会把沃尔玛作为某类商品的主要采购场所。“超速增长”类商品，其销售增长速度必须是同类别商品的两倍。在一次电话会议中，沃尔玛的执行副总裁和首席商品官John Fleming举例说，宠物产品就是一个快速增长的品类，同时沃尔玛也有规模优势。沃尔玛将增加“超速增长”类商品的单品数量。
“快速增长”类商品是其销售在增长的商品，但没有达到“超速增长”的幅度。这类商品的销售稳定，沃尔玛有规模优势，而且能提供极富竞争力的价格。其中一个例子是牛仔布类商品，沃尔玛有巨大的规模优势，但商品线不够宽。因此，顾客不会把沃尔玛作为此类商品的主要购物场所。沃尔玛不会像对待宠物类商品那样，在这类商品上大量投资。这类商品的单品数会相对稳定。
这两个例子都是沃尔玛的高管在会议上提到的。让大家可以有个概念。
一般来说，“展示需要”类商品的销售呈下降趋势，而且在这类商品上沃尔玛可能没有规模优势或无法成为顾客的主要采购场所。这类商品的任务是为能让沃尔玛实现一站式购物，但这类商品的单品数也会进行优化。
     “这一做法使我们有机会将商品组合和供应商库进行真正的合理化，提高生产力，并对超速商品加大投资”，Fleming先生说。“我们绝不应该促销展示需要类商品，因为它们的销售在下降，不应该给这些商品留促销空间。在这一框架下，我们会更有效，而且我认为对顾客来说也会更好”。


该贴已经同步到 xiaoerp的微博