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Assim, ando a ler o livro "Inside the mind of the shopper : the science of retailing" de Herb Sorensen. . Ontem, logo no primeiro capítulo, dedicado aos grandes supermercados, encontro:
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"shoppers group themselves into three basic segments or clusters":
- "Quick: Short time, small area, slow walk, high-spending speed, very efficient.
- Fill-in:Medium time, medium area, slow walk, averagespending speed, modest efficiency.
- Stock-up: Long time, large area, fast walk, low-spending speed, lowest efficiency.
Very few supermarket retailers are aware that half of all shopping trips result in the purchase of five or fewer items (these numbers come from actual transaction logs from every continent except Africa and Antarctica).
This ignorance is a consequence of the justified focus on the economics of the stock-up shopper, and a lack of attention to the behavior of the mass of individual shoppers in the store. This huge cohort of quick trippers is not a different breed of shoppers. They are simply stock-up shoppers on a different mission."
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(Moi ici: O que acho deveras interessante é esta afirmação que se segue)
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"When supermarkets failed to respond to the needs of half their shopping trips, others stepped into the vacuum. This led to the creation of the entire convenience store industry and encouraged the growth of competitors with small-store formats. In 2007, for the first time in two decades of expanding superstores, the average size of a grocery store fell slightly. It appears that large retailers are finally waking up to the power of the quick trip.
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Many of these smaller stores such as Lidl and Aldi attribute their success to their low pricing. But in addition to offering discounts, they have created streamlined stores that reduce navigational and choice angst. Many consumer studies show that pricing is not the primary factor that drives retail. Giving people money to buy things has to be the least creative way of selling something. As with Stew Leonard attributing his success to superior customer service, the success of retailers might not be for the reason they think. In the case of Lidl, Aldi, and others, our studies indicate that the reduction in SKUs and simpler navigation may play as great a role as pricing in their success."
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Mesmo na distribuição grande, o preço é importante mas o preço não é tudo.
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Se tal acontece na distribuição grande, não poderá acontecer também no sector de actividade da sua empresa?
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(Moi ici: O que acho deveras interessante é esta afirmação que se segue)
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"When supermarkets failed to respond to the needs of half their shopping trips, others stepped into the vacuum. This led to the creation of the entire convenience store industry and encouraged the growth of competitors with small-store formats. In 2007, for the first time in two decades of expanding superstores, the average size of a grocery store fell slightly. It appears that large retailers are finally waking up to the power of the quick trip.
.
Many of these smaller stores such as Lidl and Aldi attribute their success to their low pricing. But in addition to offering discounts, they have created streamlined stores that reduce navigational and choice angst. Many consumer studies show that pricing is not the primary factor that drives retail. Giving people money to buy things has to be the least creative way of selling something. As with Stew Leonard attributing his success to superior customer service, the success of retailers might not be for the reason they think. In the case of Lidl, Aldi, and others, our studies indicate that the reduction in SKUs and simpler navigation may play as great a role as pricing in their success."
.
Mesmo na distribuição grande, o preço é importante mas o preço não é tudo.
.
Se tal acontece na distribuição grande, não poderá acontecer também no sector de actividade da sua empresa?
