Outlet category a b c. Encyclopedia of Marketing. III. outlets

TYPES OF SHOP.

Parameter name	Meaning
Article subject:	TYPES OF SHOP.
Rubric (thematic category)	Marketing

III. OUTLETS.

FOUR PRINCIPLES OF MERCHANDISING.

1. Exposure. The product is clearly visible to the buyer.

2. Impact. The product looks good and convinces in the purchase.

3. Price presentation. The buyer must understand the benefits of the purchase.

4. Convenience. Products can be taken by hand.

Merchandising for the manufacturer is

last chance to show the product to the buyer; the ability to influence the choice of the buyer; a way to push him to buy more units of the product.

Retail merchandising - every retail outlet is interested in creating an effective stock of goods and presenting them to customers in the hall in the best possible way.

Merchandising for a retail outlet is an opportunity to maximize revenue per unit of shelf space; opportunity to increase the number of regular customers; a way to increase the efficiency of the sales floor staff.

Cash and Care. CASH AND CARRY. Trading area: 1000 m2 or more. Service mode: self-service. Consumer Behavior: Buyers visit on a scheduled basis, the goal is to buy products in small bulk. Behavior of competitors: the main assortment of almost all manufacturers.

Hypermarkets. Trade area: 1000 m2 and more. Service mode: self-service. The size of the main selling point: more than 15 meters. Consumer Behavior: Shoppers visit on a scheduled basis, the goal is to buy products for the long term or for every day. Behavior of competitors: a complete range of almost all manufacturers.

Supermarkets. Trade area: 300-1000 m2. Service mode: self-service. The size of the main selling point: 5-15 meters. Consumer Behavior: Shoppers visit on a planned and impulsive basis, aiming for long-term or everyday groceries. Competitive Behavior: Core product range of most manufacturers.

Minimarkets. Trade area: 50-300 m2. Service mode: self-service. The value of the main point of sale: up to 5 meters. Consumer Behavior: Shoppers visit on a planned and impulsive basis, the goal is to buy items for every day. Behavior of competitors: the main range of the most famous brands.

Discounters. Trade area: > 300 m2. Service mode: self-service. The size of the main selling point: 7-10 meters. Consumer Behavior: Shoppers visit on a planned and impulsive basis, the goal is to buy products for the long term and every day. Behavior of competitors: the main range of well-known brands.

Shops with trade through the counter. Trade area: 50-300 m2. Service mode: no self-service. The size of the main point of sale: up to 3 meters. Consumer Behavior: Shoppers visit on a planned and impulsive basis, the goal is to buy items for every day. Competitive Behavior: Top Selling Items of Brands.

TYPES OF SHOP. - concept and types. Classification and features of the category "TYPES OF OUTLETS." 2017, 2018.

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 talk about the serious and systematic work of 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 resources of the company.

The category manager must work strategically with product groups, using professional product and customer knowledge. 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 of a consumer basket in comparison with 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.

Suppose a retail chain has 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 to apply to it (traffic generator , purchase generator, protective, fashion 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 the operations department. 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 of a comprehensive analysis of the 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? Of course, the commercial director, although often everyone tries to influence the most sacred thing - 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. The most direct negative impact is on budget execution and company development.

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, private label sales dynamics by 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 are no regulations, no distribution of management reports, 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 about the buyer, product, partners, equipment in the trading floors and many other things that make up daily work increases, 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.

But on the other hand - possible risks when implementing 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. 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 trading 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.

In the US, there are 3.8 stores for every 1,000 people, in Moscow this figure is only 2.1 outlets, and even less in other cities of Russia. By 2020, it is planned to double the retail space per person in Moscow: up to 1.6-1.7 sq. m. m. According to the media, in total, about 1.3 million people are employed in trade in the capital, who work for 26,000 large and medium-sized trade and service enterprises and 160

20,000 small retail chain enterprises (various figures can be found, sometimes even 100,000 retail outlets in Moscow). In Russia increased (up to 22-25%) retail sales through large chain stores that go to the regions both independently and through a franchise system (transferring the rights to trademark, trade organization system, contacts with suppliers). And with such dynamics in the development of the industry, staff turnover in retail trade reaches 60-70%. Wages are low and qualified personnel are difficult to find.

The world's largest retail chains:

1. wal mart(USA).
2. carrefour(France).
3. Note Deport(USA).
4. Metro group(Germany).
5. Kroger(USA).
6. Tesco(United Kingdom).
7. target(USA).
8. Ahold(Netherlands).
9. costco(USA).
10. Aldi Einkauf(Germany).

According to the ACNielsen agency, the number of supermarkets and hypermarkets is increasing by 25% annually, and the share of these formats in the total turnover of the Russian retail market is already more than 25%. The rate of retail growth is clearly ahead of the rate of training of qualified specialists. According to a study by the recruitment agency "Contact", the demand for personnel from retailers exceeds supply by almost twice. The most demanded position among top management is the head of the regional sales department. 38% of retail companies need such specialists, and only 10% need heads of Moscow sales departments. According to the agency "Contact", 22% of retailers need development directors, 16% need network managers and CEOs, 14% - in commercial directors and purchasing directors. Marketing and advertising directors are quite in demand (29% of companies). But store directors, who are needed by 45% of companies, and salespeople (51%) remain in the biggest deficit.

Rate Views retail outlets sales can be by format; on the principle of organizing a trading floor; by concept.

For Moscow and Western networks, the format is of great importance. The format is set by the location of the object and its area - the size determines what will be inside the store. It should be understood that the cost of renting retail space in the center is about $2,000 per square meter. In order to justify the payment for space, sellers raise the price by 2-3 times higher than the purchase price. That is why there are so many expensive high-end stores in the city center, and not traditional grocery and delicatessens.

The cost of space for socially significant retail outlets selling essentials and food is about $200. For example, the cost of opening one Atac supermarket (Auchan's business unit) is estimated at about $1 million, excluding real estate . According to "Jones Lang LaSalle" experts, the cost of renting retail real estate of this format is $180-250 per sq. m. m per year. The average area of "Atac" stores is 600-700 sq. m. That is, the cost of renting one store will be an additional $ 100,000-175,000 per year.) These stores make a profit on turnover. Visitors come there out of necessity and shop regularly.

Such stores provide a flow of consumers and become the so-called “ anchor” in shopping centers (TC). An anchor can also be a fast food outlet, such as McDonald's, if there is a competing shopping center nearby with an anchor supermarket. They are provided with benefits for renting space, they provide visitors to all other shops of the shopping center.

It is necessary to be very clear about which sales system or point of sale the product is being sold through.

By myself a simple sign- assortment line - shops are divided into specialized ("Ocean" - sale of fish and seafood, "Bakery" - bread, groceries and pastries) and a wide profile such as supermarkets. Moreover, the gradation is conditional: in the Sport store everything for leisure and an active lifestyle can be sold; sometimes they talk about a sports supermarket.

Specialty stores can be divided into multi-brand and mono-brand, or branded. Monobrands are those that sell products under only one brand. For example, branded stores of manufacturers: “Novaya Zarya”, “Sausages Tsaritsyno”, “Ives Rocher”, exclusive “boutiques” of designer brands.

Multi-brand stores are "Sport-master" and "Epicenter". Moreover, the owners of Epicenter were official representatives Reebok in Russia and the owners of branded stores of this sports brand. Most often, sectors of branded stores appear in shopping centers. And multi-brand stores tend to be separate points of sale.

Another criterion by which outlets can be divided is the system for organizing the sale itself:

1. Trade "over the counter" is characterized by low cost of organization, but low efficiency, dependence on the personality of the seller. All grocery stores, Soviet-era grocery stores, pharmacies, etc. worked according to this scheme.
2. Self-service system - in the past supermarkets, currently supermarkets (supermarket) and minimarkets (minimarket), which are characterized by a wider range (even small areas are more rationally used), large throughput, high costs for technical support and customer service. A supermarket must have its own production workshops (bakery, semi-finished products workshop, confectionery, etc.).

The principal subdivision can be carried out according to the occupied area. According to this principle, the types of outlets are presented in Table. nine.

Table 9

Classification of retail outlets by scale

Format	Assortment, thousand units	Sales area, sq. m	Number of purchases per day	Monthly turnover, thousand dollars	Staff,	Amount of points,
Format	Assortment, thousand units	Sales area, sq. m	Number of purchases per day	Monthly turnover, thousand dollars	Staff,	cities with a population of more than 100 thousand people	Moscow
Hypermarkets
Supermarkets
Discounters
The shops
Pavilions

Points in the markets

Clear criteria by which hypermarkets are determined have not yet been formulated in Russia. For example, representatives of "Jones Lang LaSalle Russia" consider stores with a sales area of 6,000 sq. m, experts of "BusinessAnalytics" - stores over 5000 sq. m, and representatives of "ACNielsen" refer to hypermarkets trade establishments with an area of 2500 sq. m, in the halls of which there are more than ten cash registers. Analysts of "ACNielsen" do not consider small wholesale stores "Metro Cash & Carry" part of the retail market. And the specialists of "BusinessAnalytics", evaluating the segment of hypermarkets, take into account this network, because private customers also shop there.

Russian hypermarkets are still lagging behind Western ones both in terms of size and trading technologies. In Europe, self-service stores with a selling area of 50,000 sq. m and an assortment of 100,000-200,000 items. In our country, the sales area of the largest objects is 16,000-18,000 square meters. m, and the range - 30,000-55,000 items, and they belong mainly to Western players. Domestic retailers, as a rule, build stores with a sales area of 4000-8000 sq. m, the range of which includes 15,000-25,000 items.

According to ACNielsen, there are 0.6 hypermarkets per 1 million people in Russia, 15 in the Czech Republic, and 26 in Finland. Experts agree that in the coming years this format will be the most dynamic segment of the retail market. By 2010, the share of hypermarkets, including Cash & Carry, in the total turnover of food and beverages may be about 20-22% in Moscow, and about 10% in cities with a population of more than 100,000 inhabitants.

A hypermarket is not just a big supermarket. The assortment of the giant store, in addition to products and related products (household chemicals, cleaning products, toothpaste, deodorants, napkins, etc.), includes household appliances, books, CDs, clothing, etc. 50-60% is allocated to the non-food group retail space. At the same time, a hypermarket differs from a supermarket not so much in the assortment structure as in a special pricing and marketing policy.

The main feature of such a store is the image of an outlet with the lowest prices, which is created and maintained using a number of trading technologies.

First, hypermarkets maintain minimum prices for so-called psychological goods that people buy frequently. Employees of the marketing department should monitor the market, trying to compete with economy-class retail chains in a certain assortment. This system is called “bottom shelf competition”.

Secondly, large stores use the “first price” technology. In each group, goods are determined, the prices for which will be the lowest in the city (you can’t buy tea cheaper anywhere, washing powder or potatoes).

Thirdly, hypermarkets use the “lucky purchase” technology: the price of a product of some well-known brand of the middle price category is reduced by 20-25% for two weeks. After that, discounts are transferred to another product. The main thing is that such a rotation occurs without stopping, otherwise buyers may decide that there is a sale of expired products.

Another distinguishing feature of hypermarkets is the presence of a so-called shopping gallery, where sellers of clothing, accessories, cosmetics, bank branches, dry cleaning reception points, and travel agencies rent space. At the same time, a hypermarket can be both an independent facility and an anchor tenant in shopping centers or shopping malls (TCs). In fact, often hypermarkets with a variety of galleries are considered shopping centers.

In Russia, the concept of "hypermarket" corresponds to shopping center. In the West, the following shopping centers are distinguished:

microdistrict (convenience centers);
district centers;
district (community centers);
regional (regional centers);
superregional (super regional centers).

Shopping and entertainment center (SEC) - the same shopping center, only providing a wider range of services. This is an opportunity to relax and do some shopping. The choice here is less than in a hypermarket or a mall, but they are located closer to residential areas. Often the owners of the mall resort to organizing concerts, performances or lotteries on the territory of the complex, they offer all visitors to join the game, which keeps customers and stimulates repeated visits to the trading enterprise.

Another type of hypermarkets is the so-called malls (English, mall - “shady place for walking”). In Russian practice, some experts consider the mall as a synonym for a hypermarket, while others note a difference between them, which lies in the principle of trade: the basis of the mall, as a rule, is a number of large stores, called anchors. They are interconnected by covered galleries, in which there are many small shops (boutiques), restaurants, cafes, hairdressers, dry cleaners. The galleries are closed in a ring along which the buyer passes.

The Mall is a huge shopping and cultural and entertainment center designed for visiting by a large number of people at the same time. Today, mega malls located in Moscow are closest to the malls, which show good economic results, which gives reason to make forecasts regarding the active development of this format of a trading enterprise.

However, experts say that it is premature to talk about the widespread construction of malls. In the very near future, shopping centers will be actively developed.

If we consider stores not only in terms of assortment and occupied space, but primarily in terms of sales culture and profit-making system, then we can offer the following gradation.

See: Rosenberg I., Koltunov O. Giants of the five-year plan. Russian chains of hypermarkets // Company. - 04.12.2006; http://www.ko.ru/

TYPES OF SHOP.

Parameter name	Meaning
Article subject:	TYPES OF SHOP.
Rubric (thematic category)	Marketing

III. OUTLETS.

FOUR PRINCIPLES OF MERCHANDISING.

1. Exposure. The product is clearly visible to the buyer.

2. Impact. The product looks good and convinces in the purchase.

3. Price presentation. The buyer must understand the benefits of the purchase.

4. Convenience. Products can be taken by hand.

Merchandising for the manufacturer is

last chance to show the product to the buyer; the ability to influence the choice of the buyer; a way to push him to buy more units of the product.

Retail merchandising - every retail outlet is interested in creating an effective stock of goods and presenting them to customers in the hall in the best possible way.

Cash and Care. CASH AND CARRY. Trade area: 1000 m2 and more. Service mode: self-service. Consumer Behavior: Buyers visit on a scheduled basis, the goal is to buy products in small bulk. Behavior of competitors: the main assortment of almost all manufacturers.

TYPES OF SHOP. - concept and types. Classification and features of the category "TYPES OF OUTLETS." 2017, 2018.

Outlet

Point of sale - a company where you can pay with cards. By concluding an agreement with the acquiring bank, the outlet undertakes to accept payment system cards, regardless of who issued these cards.

In English: Merchant

Synonyms: Trade Company, Merchant

See also: Card acceptors Bank card acceptance networks

Finam Financial Dictionary.

See what "Selling Point" is in other dictionaries:

- (point of sale, POS) The place where the purchase takes place, usually a store retail. It can also be buying at the door (when peddling), at a stall in a city market, and from a mail order company. Business. Dictionary. M .: INFRA M, ... ... Glossary of business terms

outlet- Concession/kiosk premises where payment for products (cash or Visa payment products) is accepted. Such places are easily recognizable due to the cash desk and/or card terminals. Usually at least two sellers work at the outlet ... Technical Translator's Handbook

- (tied outlet) A retail outlet that is required to sell products from only one manufacturer and possibly other non-competing products. Such outlet is usually owned by the manufacturer; sometimes an independent outlet… … Glossary of business terms

- (solus site) A retail outlet, such as a gas station, that sells products from only one brand. Business. Dictionary. Moscow: INFRA M, Ves Mir Publishing House. Graham Bets, Barry Brindley, S. Williams and others. General edition: Doctor of Economics ... ... Glossary of business terms

Retail outlet- RETAIL OUTLET A place where the sale of goods to consumers is organized. This may be a small shop or shop, the services of which are mainly used by local residents, a vending machine or a kiosk located in a hotel or train station. See Retailer,… … Dictionary-reference book on economics

Exist., f., use. very often Morphology: (no) what? points for what? point, (see) what? point than? point about what? about a point; pl. what? point, (no) what? points for what? dots, (see) what? points than? points about what? about points 1. A point is a small ... ... Dictionary of Dmitriev

POINT, and, wives. 1. A trace from a touch, an injection than n. sharp (with the tip of a pencil, pen, needle), generally a small round speck. Chintz with red dots. "And" with a dot (i). Put a dot (dots) over (on) "and" (trans.: specify without leaving anything ... ... Explanatory dictionary of Ozhegov

1. POINT, and; pl. genus. check, date chkam; and. 1. A mark, a trace from a touch, a prick than l. sharp (with the tip of a pencil, pen, needle, etc.); small round speck, speck. Dotted line. Silk in lilac point. Shell with black dots. And with… … encyclopedic Dictionary

POINT RELATED TRADING- a retail outlet that is required to sell products from only one manufacturer (and possibly other competing products) ... Big Economic Dictionary

Trading session- (Trading session) A trading session is a period of time during which currency transactions are made with the participation of banks and trading floors located in the same geographical area Definition of a trading session, an indicator of Forex trading sessions ... ... Encyclopedia of the investor

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Outlet category a b c. Encyclopedia of Marketing. III. outlets

Implementation prerequisites

Retail space management policy

Area distribution

Critical points

Implementation results and risks

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