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China'sConsumerCultureComesofAge

CouldChinagrowintoanationofshoppers?Thecountryisbetterknownaroundtheworldforitsfactoryworkersandexports.ButtoputChina'seconomicgrowthonasteadierglidepath,especiallyinaglobalslowdown,theChinesegovernmentwantstoshiftthedriversoftheeconomytowardsconsumerdemandathome.

BythelooksoftheglitzyshoppingmallsinBeijingandShanghai,sellingeverythingfromLouisVuittonluggagetoLenovolaptops,Chinaiswellonitsway.Certainly,with1.3billionpotentialconsumers,thefutureisbrightforChineseretailers."Inthenextfiveto10years,theretailsectorwillgothroughdramaticgrowthJsaysWhartonmarketingprofessorJohnZhang.

Aquarterofabillionpeoplehavemigratedfromthecountrysidetothecitiesinthelast25years?andrisingincomesarespurringanexpandingmiddleclass.By2025,thatmiddleclassisexpectedtonumber612million,or76%ofthepopulation,upfrom43%in2006,accordingtotheMcKinseyGlobalInstitute.Eventually,thebourgeoisiewillbedroppinganevergreaterportionoftheirestimated$13,000to$54,000annualincome(adjustedforpurchasingpowerparity)instores,saysMcKinsey.Ina2007McKinsey&Co.surveyof6,000Chinese,two-thirdsoftherespondentsalreadycountshoppingasafavoriteactivity.Lastyear,theretailindustrygrew17%,andisforecasttogrow13%to14%thisyeareveninthemidstofaslowdownintheChineseeconomy,saysMatthewMoneyhon,managingpartneratErgo,aNew尬kmarketresearchfirm.

Yet?forallthepotential,home-grownChineseretailersarestillintheearlydaysofbuildingasectorthatmatchestheefficienciesofcounterpartsindevelopedeconomies.Today,Chineseretailchainsaccountforonly10%oftheentireretailingsectorinChina,withtraditionalmom-and-popscomprisingmostofthestorespatronizedbyChineseacrossthecountry,saysJeffWalters,principalattheBostonConsultingGroupofficeinBeijing."Evensupermarketsthatlookmodernfromtheoutsidearereallypseudo-modern^saysWalters."Decisionsarestillmadelocally;theystillrunasindependentstoresJratherthanasapartofalargerintegratedoperation.

Manyoftoday'slargeretailersstartedwithabang,growingrapidly,butnowfacenewchallengesattheirnextstageofgrowth."InChina,everythinghappensinacompressedtimeframe/9saysEdwinKeh,aWhartonSchoollecturerandformerchiefoperatingofficerofWal-MartGlobalProcurement."Chinawentfrominformal,unorganizedmarketplacesintoshoppingmallboomswithoutmuchinbetween.There'sadegreeofchallengeinthat."Retailers5challengesincludetransformingthemselvesfromrealestateoperatorstoretailprofessionals,expandingtosmallercities,andmanagingtheonslaughtofe-commerce.

ManyofChina'slargesthome-grownretailersstartedessentiallyaslandlords.ElectronicspurveyorsNanjing-basedSuningApplianceCo.andBeijing-basedGomeElectricalAppliancesHoldings,forexample,buyprimelocationsinmajorcitiesandrentfloorspacetosellerstosetuptheirownmini-shops.Themini-shopsarerunbythesuppliers5employees,whomakemerchandisingandpricingdecisionsontheirproducts.Thelandlord-retailer,whichhasfewin-storeemployees,takesapercentageofthesuppliers5sales,rangingfrom5%forastronginternationalbrand,toashighas30%foranunknowndomesticbrand,saysJeongwenChiang,chairmanoftheMarketingdepartmentattheChinaEuropeInternationalBusinessSchool(CEIBS)inShanghai."It'sreminiscentoftheconcessionmodelof19thcenturyretailersintheU.S.,whereallthemarginswenttoconcession[theretailer],notconcessionaire[theseller]JsaysWhartonprofessorofmanagementMarshallW.Meyer.

ThemodelisimportedfromotherAsiancountries,notesWharton'sZhang.Duringtheearlydaysofeconomicreform,Chinesestate-owneddepartmentstoremanagerswenttoJapanandHongKongtoacquireknow-howandbroughtbackthestore-within-a-storeformat,hesays.AccordingtoWaltersoftheBostonConsultingGroup:"It'saneasytransitionfromtraditionaltomodernretail/5sincestoreswithinastorearesimilartoanold-fashionedbazaar.

Themodelfacilitatesgo-goexpansion.BecauseretailpenetrationissolowinChina,“theeasiestwaytogrowistocontinueopeningstores」saysWalters.uIfIhavefivestoresandIwant1,000storesinfiveyears,thelandlordmodelismyfirstchoice.Becausetheretailersharestheburdenofrunningstoreswiththesupplier,itcangrowfastervianewstoreopenings/9

Ifretailerscangrowthroughnewstoreopenings,theydon'thavetoworryaboutmuchelse,sayexperts."Ifyouhaveahotplaceforyourstore,youdon'thaveareasontoimproveyouroperationsJnotesNephiZhang,senioranalystofretailatIDCChinainBeijing.Asaresult,"therearechallengesretailershaven'tdealtwithyetthatwillbecomemoreimportantovertimeJWaltersnotes.Theyincludetheproductmanagement,pricing,marketing,customerserviceandanalyticalskillsneededtoincreasetrafficandbasketsizeateachindividualstoretojuicesame-storesales.

SuningandGomearenowstartingtobuildthatcapability,includinginstallingdatacaptureandanalysisofcustomerdemand.SaysaspeakspersonofforGomeElectronic:"Comparedwithleadingretailersintheworld,Chineseretailersrightnowarestilloperatingatthestagewheretheymanageproperties,suppliersandsomeoftheproducts....Gomehasstartedatransformationtoanewbusinessmodelbasedonconsumer-orientationandfull-rangeconsolidationonsupplychain.^^

Suningisalsoexpandingtotakeadvantageofnewopportunities,accordingtomediareports.ChinaRetailNewsnotedinareportthismonththattheelectronicsandhomeappliancesretaileropened400newoutletsin2011,includingsuperflagshipstores,Laoxstoresandboutiques.Suningplanstoopenanother400outletsthisyear,ChinaRetailNewswrote,andquotedJinMing,presidentofSuningAppliances,whosaidthecompanywould"establishfivenewmajorprocurementandsalescenters.”

FromBricksandMortartoCyberspace

Now,e-commerceiscomingintoChina'sretailscene.With40%broadbandpenetrationnationwideandwidespreadsmartphoneuse,Chinaisripeforatakeoffinonlineshopping,whichcouldsoonexceedthelevelintheU.S.,saysWhartonMarketingprofessorDavidBell.Inaddition,e-commercehasthepotentialtocatalyzechangeinboththelandlordmodelofretailingandexpansiontosmallercities.

E-commercecanalsospeedtheevolvingrelationshipbetweenretaillandlordsandtheirstore-within-a-storesuppliers,wherethelatterarestartingtobalkatthetermsthey'redealt."Becausee-commercehascomealongasanalternative,traditionalretailersmaybeforcedtobealittlekindertotenants/9saysCEIBS,sChiang.Smallersuppliersseee-commerceasawaytosellproductsnationwidewithouthavingtogiveacuttoretailers.OneofChiang'sMBAstudentsusedtosellmobilehandsetsthroughtraditionalretailerswhotookabigchunkofhisrevenues.Now,heissellinghisproductsthroughTaobao,China'seBa-ylikesite.

E-commercecanhelpretailersreachinlandconsumersinsmallermarkets.“Therearealotofpeoplespreadintheinterior,whohavenoluxurytogotofancysupermallsJsaysChiang."E-commercecancompensatesomewhatandmaybetakemoreandmoreshare"frombricksandmortarshops.GomeaimstohaveGomeOnlineMallaccountfor15%ofthecompany'stotalsalesand20%ofChina'stotalonlinesalesforhomeelectronicsintwotothreeyears,accordingtocompany'spublicstatement.

Perhapsthebiggestchangee-commercecanbringtoChineseretailingisagreaterorientationtowardstheconsumer."ConsumerswillnotbesatisfiedinthesamewaytheywerebeforeJsaysIDC'sZhang."Theywillrequirefromretailerslowerpricesandbetterservices.”

AsChineseretailerslearnhowtoservecustomersbetter,andcustomerslearnmoreabouttheirprerogatives,Chinawillstartshiftingintoaconsumernation.

From:HellerJosephi.RetailManagement[M].2012.

CustomerSatisfactionStrategyinChainSupermarkets

Customersatisfactionstrategy'smainideais:theguidelineisthatthewholeoperationalactivitiesofsupermarketsareforcustomersatisfaction,incustomers'viewtoanalyzeconsumptiondemand.Bysatisfyingcustomers5needtorealizesupermarkets5operationalaim.

Thefundamentalpurposeofsupermarkets9customersatisfactionistocultivatecustomers5trustonsupermarkets,toenhancecustomers5satisfactionforthewholesupermarkets5operationalactivities.Inordertodothis,wemustknowthenewmarketingstrategy'scontent,andcarryitoutseriously.Itsimplementarypointscanbesummarizedasthefollowingmainaspects:

Shaping”customerfirst"businessphilosophy.Theoperationalphilosophyof“customerfirstHisthemostfundamentalmotivationforservingcustomers,meanwhile,italsoconductsmakingdecisions,connectingallthedepartmentsofsupermarketstostriveforthecustomersatisfaction.Thisoperationalphilosophyisnotonlyemphasizedinseniormanagement,moreimportantistoembeditintoeveryone'sheart?andhelppersonnelunderstandtheimportanceofthisphilosophy.

Fromitsbasicmeaning,theoperationalphilosophyof”customerfirst”hasthreegradations:customeristhehighest,thecustomerisalwaysright,everythingforthecustomer.Customeristhehighest.Customersaretheexternalpublicwhohasdirectrelationwiththesupermarketsfutureanddestiny.Tosomeextent,themarketisthecustomer,lostpublicisthesameaslosingthemarket.Thefateofonesupermarketwithoutmarketcannotbewellimagined.Therefore,theessenceofthemarket-orientedisthecustomer-oriented,inthespecificconcept,customeristhehighest.Thisidearequiresthatsupermarketsshouldputcustomersatthefirstpositionofoperationandmanagementsystem,letcustomersfeeltheGod'srealexistence,thus,customerswillproduceacknowledgmentandaffiliationmentallyforsupermarkets.

Thecustomerisalwaysright.Theideaofthecustomerisalwaysrightisverydifficulttosetupfromthelogicpointofview;itdoesn'tconformtotheobjectiverealityeither.However,inordertoachievethesupermarket'saim,aslongas

customers5faultsdonotconstituteagreatlosstosupermarkets,supermarketswouldgive”right”tocustomers.Thisistheimportantexpressionofcustomersatisfaction.Theideaofthecustomerisalwaysrightincludesthreemeanings:first,customersarethepurchasers,nottroublemakers;second,customersunderstandtheirowndemandandhobby,whichisjusttheinformationthatsupermarketsneedtocollect;third,becauseofcustomers5nnaturalconsistency”，quarrellingwithonecustomerisquarrellingwithallthecustomers,intheconceptofcustomeriswrong,supermarketsareabsolutelynotthewinners,thereby,youwilllosecustomers,italsomeanslosingthemarket,losingprofit.

Everythingforthecustomer.Ifitissaidthatcustomeristhehighestisthestartingpointofsupermarketmanagement,theneverythingforthecustomeristheend-result.Everythingforthecustomerrequiressupermarketsshouldconsidereverythingfromcustomers9pointofview,thinkwhatcustomersthink,customers9needissupermarkets5need.

Treatpersonnelwithhospitality.Customersinsupermarketscanbebroadlydividedintotwocategories:oneistheexternalcustomer;theotheristheinternalcustomer.Externalcustomersarethetargetcustomersofsupermarkets;supermarkets5ultimategoalistosatisfyexternalcustomers,thengainprofit.Butmostsupermarketsignorethemorecrucialfactor-internalcustomers9satisfaction,thatistosay,supermarketpersonnefssatisfaction.Personnelarethecarriersthatpromotesupermarkets5managementphilosophyandservicemindtofinalcustomers,theyarealsothemajorcomponentsofpersonnelsatisfactionandcustomersatisfaction.Ahighpersonnelloyaltyisequallyasimportantasahighcustomerloyalty.Ifsupermarketswanttoretainthebestcustomers,theymustretainthebestpersonnel.

Trytoretaincustomers.Ifsupermarketspayattentiontocustomers5long-termreturn,theymustwellpreparefortheinitialreceptionofcustomers5servicework,improvetheratioofrepeatbuyers.Aforeignstudyshows:Asatisfactorycustomercanincureightpotentialdeals,atleastoneofthemmaybetraded;anunsatisfactorycustomercanaffecttwenty-fivepersons5purchasingwill.So,retainingcustomersismoreeffectivethanattractingcustomers.Thekeyofretainingcustomersliesincustomers'satisfaction.Ifonecustomerreallysatisfies,heorshewouldsaytoothersabouttheniceproductsofsupermarkets,paylittleattentiontotheadvertisementsofthosecompetitivebrands,andnotsensitivetoprice;besides,theywillprovidesomegoodideasaboutgoodsandservice,duetothetradingpractices,thismethodcansavetradingcost.Hence,thestrategyofcustomersatisfactionrequiresretainingcustomersbyallmeans;expandcustomerteambycustomers5spread.

Listentomorevoicesofcustomers.Theimplementationofcustomersatisfactionmustestablishasetofcustomersatisfactionanalyticalprocessingsystem.,examinecustomers'satisfactionforsupermarkets5goodsandservicewithscientificmeans,theinformationisfedbacktosupermarketmanagementintime,supermarketscanimproveworkincessantly,thereby,meetcustomers9dema