The development of Russian retail chains - abstract. State and development of Russian retail chains Classification of retail trade enterprises
Until the 1960s, trade was not paid much attention. The situation has changed with the increase in its apparent importance in the economies of developed countries, with the growth of its contribution to the gross domestic product (GDP). Thus, in the United States, after the removal of legislative restrictions on monopolies, the era of the WalMart hypermarket began, which was founded in 1962, rapidly captured half of the American market and began transnational expansion. Hypermarkets have taken over the world.
In the USSR, the first large department store - "Frunzensky" - was opened in Leningrad on September 3, 1970 as a self-service store. Prior to that, trade was practiced exclusively through the counter. On 370 meters of counters - “hills” equipped with refrigeration units, the products were in the public domain, the area of the trading floor was 1200 square meters. m, there were 15 cash registers of the latest design, Italian and American equipment - all this made it possible to serve up to 17 thousand customers per day. By 1980 there were 30 supermarkets in Leningrad.
Another format is a department store ( non-food products). In Moscow, these were GUM, TSUM, Pervomaisky, Krasnopresnensky, etc. To date, only a few department stores do not rent out their space. The rest have turned into shopping malls, consisting of many independent shops. Specialized stores also developed in the USSR: "Children's World", "Sports Goods". Successfully worked "Posyltorg". Soviet trade collapsed along with the collapse of the system that created it.
In the 1990s, the development of modern retail in Russia repeated the experience of Western countries in the 1960s. There, as retailers realized the need to promote their own brands, industry consolidation accelerated. But it took the Western countries about 40 years to achieve this (we - less than 20), it took another 30 years to achieve the maximum concentration. Now in Germany, the 5 largest retail operators control 65% of the market, in the UK 4 chains - more than 70%, in France the 5 largest chains - 85%, in Denmark the two leading chains - 60%. In Russia in 2007 retail food, the share of modern formats was only 32.6%, and the share of the top five companies was about 5%.
Food retailing remains largely a national or even local industry. Only about 10% of the global retail market is occupied by transnational corporations. The most active companies operating in foreign markets are WalMart (USA), Carrefour and Auchan (France), Metro Aldi and Schwarz Group (Germany), Delhaize (Belgium), Ahold (Netherlands), Tesco (Great Britain). Some of them have already appeared in Russia.
On the basis of Soviet supermarkets, food retail chains were born. The first was the "Seventh Continent", he opened in April 1994 in Moscow three stores that worked around the clock and supported the maximum possible range.
In Moscow, where most of the country's money turnover was concentrated, a construction boom began. With a huge demand for materials for repair and construction, arose and began to grow construction markets. The scope of construction projects reflected the inner need and dream of a good life. Among the unkempt markets, Starik Hottabych stores stood out - cleanliness, service, and convenience of choice have become competitive advantages.
In 1993-1994, the current leaders in the household appliances trade, M.Video, Mir, Technosila, Eldorado, opened their first stores. The format of highly specialized trade made it possible to expertly explain to buyers the technical features of equipment. In addition, stores caused more confidence and gave a guarantee, which was important when buying an expensive refrigerator, TV, VCR.
Significant advantages in the era of free development of trade had large cities - "millionaires", where there was ready-made consumer demand and access to foreign markets was provided, since imported goods formed the basis of successful trade.
In the north-west of the country, St. Petersburg became the center of retail trade development as a seaport and the first million-plus city in front of the Finnish border, from where goods were transited by road. This position of the city contributed to the fact that in St. Petersburg, earlier than in other cities, network trade in computer equipment began to develop. Finland has become a convenient logistics base for computer vendors.
The sea port of St. Petersburg, together with the vacated shops of factories in the industrial ring of the city, made it possible to organize trade in construction goods in a more civilized way than in Moscow. That is why, by 2006, chain stores in the building materials retail market in Moscow provided only 25% of the turnover, and in the northern capital - about 80%.
Vladivostok as a seaport in the Far East became other centers for the development of network trade; Rostov-on-Don, Krasnodar and Novorossiysk, which have access to the Black Sea; Moscow is a "port of seven seas" and an aviation center.
Thus, the owner of the largest network of food stores in Russia, the Tander company (a chain of Magnit discounters), began its activities in 1994 in Krasnodar as a wholesale supplier of perfumes, cosmetics and household chemicals. During 1996-1997, she created branches in Sochi, Stavropol, Pyatigorsk, Volgograd, Novorossiysk, Armavir, Saratov, Nizhny Novgorod and Rostov-on-Don and became one of the ten largest Russian distributors of perfumes, cosmetics and household chemicals. Then she began to develop the food segment of the market. Since 1998, the wholesale base has made it possible to successfully develop retail trade. The Magnit network she created in 2001 became the largest in Russia in terms of the number of stores. The already existing 6 regional distribution centers with a total area of 66 thousand square meters. m. Logistics generally played a key role in the accelerated development of network trading.
In the short term, it is difficult to predict significant changes in the world market due to the unclear prospects for the development of the global crisis and the global economic downturn, the timing of the real recovery of the economies of states. Thus, the reduction in trade between developed and emerging markets has already led to a decrease in production, increasing unemployment in Latin America, Central and Eastern Europe and Asia, which, in fact, was reflected in a decrease in the purchasing power of the population, and, consequently, a decrease in the profitability of wholesale and retail chains. trading companies.
I. Theoretical part.
1. Essence and functions of retail trade.
2. Classification of retailers.
3. Formats of retail networks in the Russian market.
4. Competition in the market of retail chains.
5. Main strategies for the development of retail chains.
6. List of Russian retail chains according to AKORT - Association of Retail Companies.
7. Mergers and acquisitions in the retail chains segment.
8. The history of the development of Russian retail chains on the example of the Tander network.
Conclusion.
Bibliography.
Introduction.
Trade is the most important sector of the country's economy, the state and efficiency of which directly affect both the standard of living of the population and the development of the production of consumer goods. It is about 27% of the gross domestic product of the Russian Federation; In terms of tax revenues to the federal budget, trade ranks second among the main sectors of the economy.
Significant changes in the economic and political life of the country that have taken place in recent years have led to significant changes in the nature and conditions of functioning of all sectors of the national economy, including retail trade. Currently, the retail trade in the Russian Federation is undergoing dramatic changes. These changes are associated, first of all, with a sharp reduction in unorganized trade, the rapid and large-scale development of Russian retail chains, the emergence of intense competition between large domestic and global international retail chains.
Retail trade network - a set of retail trade enterprises and other trade units located in a certain territory for the purpose of selling goods and serving customers. Functions of the retail trade network: purchase of products; product transportation; product storage; sorting, processing, preparation of products for sale; sale of products; risk acceptance; financial activities; informing the market, obtaining information about the market. The financial condition of a retail trade enterprise is characterized by a system of indicators reflecting the state of capital in the process of its circulation, and the ability of a business entity to finance its activities at a fixed point in time. Retail trade is still one of the most dynamic and highly profitable branches of the Russian economy. In the context of economic stabilization in recent years, the situation here is only getting better. The dynamics of retail trade turnover is determined by two main factors - the growth of real monetary incomes of the population and the consumer price index. Both indicators demonstrate a positive (from the point of view of the population) dynamics - incomes are growing, prices are slowing down.
A few years ago, a conversation about expanding the network of stores would have been irrelevant. But today the process of differentiation of domestic trade ends and the establishment of integral ties begins. And as the share of Russian retail chains in the total sales volume grows, the problem of their development will become paramount, so the topic of this term paper relevant at present. In developed countries, retail chains account for 60 to 90% of the volume of retail trade. The emergence of such networks in Russia is a sign that trade is becoming more civilized. True, the very future of domestic retail chains raises concerns: only when they are born, they face intractable problems.
The main goal of the current stage of economic transformations carried out in trade is the creation of favorable conditions for the effective operation of commercial enterprises.
Essence and functions of retail trade.
Retail trade is a type of entrepreneurial activity in the field of trade associated with the sale of goods directly to the consumer for personal, household, family, home use. This is the most common definition of the concept of retail, contained in regulatory documents.
This type of activity is contractual in nature, and its legal basis is fixed Civil Code Russian Federation.
According to Art. 492 of the Civil Code of the Russian Federation, under a retail sale and purchase agreement, the seller engaged in entrepreneurial activities for the sale of goods at retail undertakes to transfer to the buyer goods intended for personal, family, home or other use not related to entrepreneurial activity. The buyer, in turn, is obliged to accept the goods and pay for them at the price declared by the seller.
The functions of retail trade are determined by its essence and are as follows:
meeting the needs of the population in goods;
Bringing goods to buyers by organizing their spatial movement and supply to the points of sale;
maintaining a balance between supply and demand;
impact on production in order to expand the range and increase the volume of goods;
· Improving trade technology and improving customer service.
Therefore, the retail process is made up of the purposeful sale of goods, customer service, sales and after-sales services.
The retail service is the result of the interaction between the seller and the buyer, as well as the seller's own activities to meet the needs of the buyer when buying and selling goods.
The classification of trade services and general requirements for them are established by GOST R 51304-99 “Retail trade services. General requirements".
Retail services include:
1. sale of goods;
2. assisting the buyer in making a purchase and using it;
3. information and consulting services;
4. creating convenience for customers.
The process of selling goods services consists of the following main stages:
formation of assortment;
acceptance of goods;
provision of storage;
· pre-sale preparation;
display of goods;
offer of goods to the buyer;
settlement with the buyer;
release of goods.
Classification of retail trade enterprises.
The classification of retail trade enterprises can be based on the following features:
· Features of the device;
· Trade service form;
· Type of building and features of its space-planning solution;
Functional features of the enterprise;
· Type of ownership;
The type of enterprise.
By device features retail trade enterprises are divided into shops, pavilions, kiosks, auto shops, tents, vending machines, etc.
Shop - a specially equipped stationary building or part of it, intended for the sale of goods and the provision of services to customers and provided with trading, utility, administrative and amenity premises, as well as premises for receiving, storing and preparing goods for sale.
A pavilion is an equipped building with a trading floor and a room for storing goods. It can be designed for one or more jobs.
A kiosk is a building equipped with commercial equipment that does not have a trading floor and a room for storing goods. Designed for one workplace seller, on whose area a working stock of goods is stored.
The small-scale retail trade network also includes mobile vehicles for delivery and peddling trade (car shops, carts, trays), tents, and vending machines.
Car shops and other means of mobile trade are used to serve residents of small settlements, as well as agricultural workers in field camps, distant pastures, etc. They are widely used and manufacturing enterprises to sell their products in cities.
Tent – an easily erected collapsible structure, equipped with a counter, without a trading floor and premises for storing goods. Inventory, designed for one day of trading, is placed on the area of one or more workplaces of the seller.
Vending machines are installed in stores, in the territories adjacent to them, as well as in crowded places (in parks, train stations, etc.)
Trade Service Form- an organizational technique, which is a combination of service methods. The following forms of trade services are distinguished: self-service, sale of goods by samples, sale of goods by catalogs, individual service through the counter.
Self-service is a form of trading service in which the buyer independently inspects, selects and delivers the selected goods to the settlement node.
The social and economic effect of self-service lies in the fact that this form makes it possible to significantly reduce that part of consumption costs associated with the purchase of goods and, consequently, increase the free time of buyers.
Sale of goods by samples is a form of service in which the buyer has the opportunity, independently or with the help of the seller, to choose goods according to the samples displayed on the trading floor, and after paying for the purchase at the checkout, receive goods corresponding to them directly in the store or arrange for their delivery for an additional fee on house.
The features of this form of service are that only samples of goods offered for sale are exhibited on the trading floor, and the working stocks of these goods can be located in the storerooms of stores, in the warehouses of the manufacturer or wholesale supplier. This allows you to present goods in a wide range on a relatively small trading area.
Selling goods by catalogs is a form of service in which the buyer has the opportunity to make a purchase by selecting goods from the catalog in a store, in a post office, at a wholesale enterprise. Catalog sales can be used for both non-food and food products.
The economic benefit of stores from the sale of food products through catalogs is determined by the receipt of additional turnover on the same retail space, the ability to rationally use the labor of store employees.
The sale of goods with individual service, including open display, is a form of trade service in which buyers get acquainted with the range of goods on their own or with the help of a seller, and the seller checks the quality, gives advice, packs and releases the goods.
Stores that use a form with individual service significantly slow down the trading process, increase the time spent by the population on the purchase of goods, and have a lower throughput. They use the retail space less efficiently, the costs of manual labor are higher, and a large number of sellers is required.
Taking into account the type of building and the features of its space-planning solution retail trade enterprises are divided into free-standing, built-in, built-in-attached, attached and shopping malls, they are also single-storey, multi-storey, with or without basements.
Built-in store - a store, all the premises of which are located in the dimensions of a residential building with a protrusion beyond its limits by no more than 1.5 m from the side of the longitudinal facade and no more than 6 m - from the ends (when installing covered loading rooms).
Built-in-attached store - a store, the premises of which are located in the dimensions of a store of a residential building and in volumes taken out of the dimensions of a residential building by more than 1.5 m from the side of the longitudinal facade and by more than 6 m - from the ends (when arranging covered loading rooms) .
Attached shop - a shop, the enclosing wall (or walls) of which are common or adjacent to the walls of a residential building.
Taking into account the functional features There are the following types of retailers:
1. trading through a stationary trading network;
2. trading through a mobile trading network;
3. trade in shipping (paid, ordered) goods.
The stationary trading network is the basis of retail trade. It represents retail premises located in buildings and structures specially equipped and intended for trading, firmly connected by a foundation to a land plot and connected to engineering communications. The entire stationary network consists of retail and small retail trade facilities.
Stationary retail facilities:
1. shops;
2. pavilions with a trading floor.
Stationary objects of small retail trade:
1. tents;
2. kiosks;
3. vending machines.
Mobile trade is non-stationary and represents retail facilities installed without deep foundations, regardless of accession to city utilities, building structures and dimensions.
Mobile means of peddling and delivery trade:
1. carts;
2. car shops;
3. vans;
5. shops-wagons and shops-ships
By form of ownership, retailers are divided into independent retailers, distribution network, retail franchises, rental departments and cooperatives.
Independent retailers. They own, as a rule, one store and provide personal customer service. These stores are usually conveniently located and include grocery stores, convenience stores, gas stations, etc. This is the most numerous part of the retailers. There is considerable competition in this area of trade in many countries.
Commercial network. This is one of the notable phenomena in the retail industry of recent decades. They involve joint ownership of two or more retail outlets and carry out centralized purchase and marketing of products.
retail franchises. These are legal agreements between privilege holders, which can be manufacturers, wholesalers, service providers, and privilege holders, retailers. Such agreements allow retailers to carry out certain business activities under a well-known brand and in accordance with the relevant rules.
Leased department. This is usually a department in a retail store (usually a deli, department store, or specialty store) that is rented out. The head of such a department is fully responsible for its economic activities within the framework of the rules established by the lessor. The tenant gets his benefit from working in a well-known place, from a larger number of visitors and the prestige of the trading enterprise itself. This form of trade has found wide application in our country. Many store visitors use the services of rented departments - newspaper and book kiosks, stalls, kiosks selling perfumes, photographic products, medicines, etc.
Retail cooperatives. They can be created by both merchants and consumers. The association of independent retailers in a cooperative allows to significantly reduce many costs associated with the purchase, transportation and storage of goods, to carry out joint planning and advertising.
Under type of retail business should be understood as an enterprise classified according to the range of goods sold. With this in mind, a distinction is made between department stores, specialized stores, as well as stores with a combined and mixed assortment.
Universal - selling a universal range of food or non-food products.
Specialized, the basis for the construction of the assortment of which are products of one product group or part of it ( highly specialized)
Combined - selling several groups of goods related by a common demand and satisfying individual needs (meat-fish, knitwear-haberdashery), as well as specializing in the sale of consumer complexes (goods for women, for children, for the home, etc.)
Mixed, trading in a narrow range of food products , unrelated to the common demand.
Retail chain formats in the Russian market.
The main formats of online trading:
Discounter -(works with minimum trading extra charge, area 300–1000 sq. m, assortment - up to 2000 items).
Supermarket - (3000 - 10000 sq.m, 7000 - 20000 items).
Hypermarket -(over 10,000 sq.m, 20,000 - 40,000 items).
There are varieties such as shop " at home" or " walking distance" (the margin is close to the level supermarket, 300–500 sq. m, up to 1000 items), wholesale hypermarket (cash & carry, from 20,000 sq. m., 20,000–40,000 items), grocery boutique(offers exclusive products, markup can exceed 100%), etc.
In contrast to the Western retail market, which was formed gradually under the influence of changes in consumer demand, Russian retail chains began active operations using the established world practice in the field of established retail chain formats. This contributed to the fact that virtually all Russian retail chains present on the market in a fairly short time were clearly positioned in terms of format and were able to create their image in the eyes of customers.
Currently, the following formats of retail chains have developed, differing in pricing, area, assortment and target contingent: supermarket, grocery store, discounter, supermarket, hypermarket, cash & carry. However, it should be noted that, unlike Western retailers, there is a blurring of clear boundaries between the formats within which Russian chains are represented.
Competition in the retail market.
Today, the Russian retail market is experiencing high competition between retail chains offering a wide range of goods of the same assortment within the same format. Serious competition forces retail chain owners to pay more attention to new trade formats, consumer demands in different regions, and attracting investors to their business. Exit to Russian market an even greater number of Western operators will only intensify competition among existing participants in Russian retail.
It is also worth noting that in big cities there is an outflow of customers from cheaper discount stores to more comfortable hypermarkets. This is especially evident in Moscow and St. Petersburg: consumers tend to choose stores for themselves, the image of which is closest to them.
A serious and differentiated approach to consumer demand, an increase in the level of service, quality control, and the presence of entertainment components in retailers' policies significantly influence the choice of buyers.
Over the past two years, the number of retail trade enterprises has increased by more than 27%, while the number of large and medium-sized enterprises has decreased by almost 10%. This fact testifies to ongoing merger-acquisition processes in the industry. Larger players (as a rule, federal retail chains) enter the regions and acquire local retailers.
The main strategies for the development of retail chains.
Due to the peculiarities of the economic development of various regions of Russia, the following situation has developed: both large Western and Russian retail chains initially went to Moscow, and then developed in regions where demand for them was gradually forming.
Currently, regional policy stands out among the main strategies for the development of retail chains. Large retail chains are actively entering not only large million-plus cities with developed infrastructure, but also smaller cities; this is especially true for such a retail format as a discounter.
There is also a trend towards multi-formatness on the market, when players start working in different formats, choosing the most suitable one for certain regions. For example, one of the largest Russian retail companies, X5 Retail Group, is exploring a new format for itself - cash & carry. If the company develops small wholesale stores, it will have all existing retail formats in its assets: discounter, supermarket, hypermarket and cash & carry.
It should be noted the growth in consumption of products own brands large retail chains. The share of visitors who buy products under the exclusive brand owned by the chain in Moscow and St. Petersburg is about 50%.
List of Russian retail chains according to AKORT - Associations of retailers .
1C Interest - a network of software and multimedia stores
36.6 - pharmaceutical network
38 parrots - a chain of pet stores
585 - jewelry chain
5 KarmaNov - a network of youth clothing stores
Bosco di Ciliegi - a chain of clothing and luxury stores
Glance - a network of designer clothing stores
Divizion - network of mobile electronics salons
DIXIS - a network of cellular communication salons
DOMO - retail network household appliances and electronics
DyukHolding - a network of car dealerships
· FixPrice - a network of shops of one price
Palatin - chain of shoe stores
POLARIS - a network of computer centers
Re:Store - a network for the sale of Apple products
Real - a network of hypermarkets
Symphony - a network of mobile electronics salons
Sunrise (Sunrise) - a network of computer stores
Avtomir - a network of car dealerships
Azbuka vkusa - premium supermarket chain
Alpi - retail company
Arbat Prestige - perfume network
Fragrant world - a network of wine supermarkets
Atlant-M - a network of car dealerships
Banana-mom - a network of hypermarkets for children's goods
Banzai - a network of mobile phone stores
Begemot - a network of hypermarkets of children's toys
White Wind - a network of digital technology stores
· Betalink - a network of cellular communication salons
Vester - retail and small wholesale network
Thing - chain of clothing stores
Victoria - a network of food stores
Globus - a network of discounting hypermarkets
Gloria Jeans - clothing retail chain
Jinn Stroy - a network of interiors of finishing materials
· Dixy Uniland - food retail chain
Euroset - a network of mobile phone stores
Green country - a network of hypermarkets
Empire of bags - a network of shops selling bags
ION - a network of mobile electronics stores
Kairos - a chain of self-service food stores in Sochi
Karusel - a network of hypermarkets
Komus - office goods
Kopeyka - Trading house
・Copy Service
· Basket - retail network in Lipetsk
Cosmos Gold - a network of jewelry boutiques
Red cube - a chain of gift and souvenir shops
Kitchens of Russia - a chain of furniture stores
· Tape, hypermarket
Letual - a network of perfumery and cosmetic stores
Easy step - a network of shoe stores in the central part of Russia
Line - a network of food hypermarkets in the Central Black Earth region
M.Video - retail network of household appliances and electronics
McDonald's - catering network (restaurants)
Magnet - retail food chain
· MAN - a network of self-service stores in Volgograd and the Volgograd region. Includes two premium Gurman stores in Volgograd and a chain of convenience stores Plus
Maria-Ra - a network of food stores in Siberia
MEGA - network of malls
Furniture of Russia - a chain of furniture stores
Furniture of the Chernozem region - a network of furniture stores
· Mercado Supercenter - a chain of hypermarkets of the X5 Retail Group N.V. group of companies.
Metis - a chain of bookstores
WORLD - retail network of home appliances and electronics
Moscow time - a network of watch stores
Mosmart - retail network
Muir and Meriliz - trading house of ladies' hats and haberdashery
Nakhodka - a network of grocery stores
Our quarter - a chain of supermarkets in the Samara region
NIKS - a network of computer stores
O'KEY - a network of hypermarkets
Park House - a network of malls
Paterson - supermarket chain
Perekrestok - supermarket chain
Purchase - a network of supermarkets in the Lipetsk region
Glade - network retail stores Western Siberia
Posadsky - a network of retail stores in the Samara region
Pyaterochka - supermarket chain
Radezh - a chain of supermarkets in Volgograd, Volzhsky, Volgograd and Rostov regions
Ramstore - a network of grocery stores
Rive Gauche - a network of cosmetics and perfumery stores
Rolf - a network of car dealerships
Rosinka - a network of grocery stores in Lipetsk
Rostik - a network of public catering (restaurants)
Russian bistro - a network of public catering (restaurants)
SantaHouse - a network of hypermarkets for home goods
SBS - chain of furniture stores
The Seventh Continent - a network of food stores
Svyaznoy - a network of mobile phone shops
Sibvez - a network of trade and service firms of household appliances
SkoroMama - a network of clothing stores for expectant mothers
Sportmaster - retail network of sporting goods
Starik Hottabych - a network of stores of building and finishing materials
Stroymaster - a network of construction hypermarkets
Telephone.Ru - a network of cellular communication salons
Technosila - retail network of home appliances and electronics
Point - a network of cellular salons
Three fat men - a chain of clothing stores in large sizes
Ultra - a network of cellular salons
· Ultra Electronics - a network of stores of household appliances and digital electronics.
· Utkonos - a network of shops of industrial goods for home use.
· Holding Center - clothing retail network.
· TsentrObuv - a network of shoe stores.
· Tsifrograd - a network of cellular communication salons.
Chaconne - a chain of bookstores.
· Chance (household appliances stores) - a network of household appliances and electronics stores.
· Champion - a network of sports shops.
· Economy - a network of self-service food stores in Volzhsky (Volgograd region). They also work under the Family 24 brand.
· Expert - retail trade in consumer electronics.
· Electronics - a Nizhny Novgorod regional holding uniting a network of household appliances and electronics stores, a food store, as well as a network of cinemas, fitness centers, beauty salons, nightclubs and entertainment centers.
· Eldorado - sale of consumer electronics.
Enthusiast - a network of tool stores and construction equipment, Samara.
Enthusiast - chain of supermarkets for tools and construction equipment, Moscow
· ESSEN - a network of hypermarkets in the Republic of Tatarstan and the Kirov region.
· Jasper Gold - a network of jewelry stores.
Mergers and acquisitions in the retail chains segment.
Many large Western retailers, such as the well-known Wal-Mart , look at Russia. They evaluate any opportunity to enter a promising market, including in partnership with local players.
Moscow retailers are actively investing in the development of regional chains. In turn, the most successful regional chains - Victoria, Magnit, Kvartal - come to Moscow and St. Petersburg from the regions.
The table below shows the statistics of transactions in the retail network segment for 2007. Total for the past period of 2007. deals were concluded for the amount of 2.38 billion dollars. The food segment of retail chains attracts the greatest investment interest (more than 87% of the total amount of deals for 10 months of 2007). M&A transactions in pharmacy chains account for 4.7% of the total amount of concluded transactions. The volume of investments in the segment of trade in household appliances and electronics - 8.5% of the total investment in January-October 2007. Retailers themselves are the most actively investing in retail chains, implementing their own development policy. Experts note that the return on investment in retail trade is 15-40% on invested capital.
Table. Mergers and acquisitions in the retail chains segment.
| Customer | Deal object | Package size | Region | Description of the object of the transaction | date of | Price, mln USD |
| Pharmacy chain 36.6 | Atoll Farm | 100,0% | Southern Federal District, Volga Federal District, Siberian Federal District | Network of pharmacies | Jan. 2007 | 15 |
| Holiday Classic | Economical (265 stores) | 100,0% | Omsk | Supermarket chain | Jan. 2007 | 8 |
| Direct Investment Fund | Samokhval | 25% +1 share | CFD | Supermarket chain | Jan. 2007 | 100 |
| Unicor | Ephedra (four pharmacy chains) | 100,0% | Volga Federal District | Network of pharmacies | Jan. 2007 | 17 |
| Seventh Continent | 000 Citymarket (Traffic Light Network) | 51,0% | CFD | Discounter network | Feb. 2007 | 10 |
| DOMO | BigMag (100 stores) | 100,0% | UFO | Apr. 2007 | 31 | |
| Uralsib | Kopeyka (328 stores) | 50,0% | Central Federal District, Volga Federal District | Retail network - discounter | March 2007 | 650 |
| UFB Private Equity Fund 1 | miracle house | 50,0% | Siberian Federal District (Novosibirsk) | Supermarket chain (household goods), discounter | March 2007 | 10 |
| Seventh Continent | Consolidated retail property (29 properties) | 100,0% | Central Federal District (Moscow) | Commercial real estate objects | March 2007 | 150 |
| Holding "Marta" | Forget-me-not (104 stores) | 100,0% | Chelyabinsk | Network of discounters, hyper- and supermarkets | Apr. 2007 | 50 |
| Holding "Marta" | "Planet" (five stores) | 100,0% | Kaluga | Supermarket chain | Apr. 2007 | 10 |
| OJSC New Trading Systems | 000 Region, managing 12 Pyaterochka stores | 100,0% | Altai region | Supermarket chain | May 2007 | 12 |
| Holding "Marta" | Three stores of the food network "Intensivnik" | 100,0% | Sverdlovsk region. | Supermarket chain | May 2007 | 8 |
| SPAR Retail | Verona (21 stores operating under the Pyaterochka brand) | 100,0% | CFD | Supermarket chain | June 2007 | 14 |
| Volga River One Capital Partners L.P. and 000 Domo-Finance | Chain of stores "White Wind - Digital" | 100,0% | Moscow | Network of household appliances and electronics stores | June 2007 | 14 |
| Pharmacy chain 36.6 | Zdravnik (48 pharmacies) | 100,0% | UFO (Yekaterinburg) | Network of pharmacies | June 2007 | 20 |
| URSAbank | Regionmart (Polyana chain of hypermarkets) | 19,0% | Siberian Federal District (West Siberia) | Hypermarket chain | July 2007 | 8,5 |
| Doctor Stoletov | Network pharmacy (five pharmacies) | 100,0% | Krasnodar | Network of pharmacies | July 2007 | 6 |
| Natur Product Retail | 33 pharmacies | 100,0% | Russia | Network of pharmacies | July 2007 | 29 |
| Pharmacy chain 36.6 | Pharmacy chain (four pharmacy chains, 78 pharmacies) | 100,0% | Central Federal District / Southern Federal District | Network of pharmacies | July 2007 | 24 |
| REWE Group | Grossmart (130 stores) | 100,0% | Central Federal District, Southern Federal District, Volga Federal District, Ural Federal District, Northwestern Federal District | Network of hyper- and super-markets | Sen. 2007 | 500 |
| Grossmart | Privoz (9 stores) | 100,0% | SFD (Stavropol) | Supermarket chain | Sen. 2007 | 6 |
| Yepka | Migros M(Ramstore), 10 shopping centers+ 55 hyper- and super-markets | 50,0% | Russia | Network of hyper- and super-markets | Sen. 2007 | 542,5 |
| United Capital Partners | fashion continent | 16,3% | CFD | Retail chain of clothing stores | Oct. 2007 | 3 |
| Total: | 2379 | |||||
The history of the development of Russian retail chains on the example of the Thunder network.
Company's mission- We work to improve the well-being of our customers by reducing their costs of purchasing quality consumer goods, conserving company resources, improving technology and adequately rewarding employees.
Development strategy- Achieving the maximum coverage area of the Magnit chain of stores:
· Strategic direction - opening stores in cities with a population of less than 500 thousand people - where 73% of the urban population of Russia lives;
· The target audience of the "convenience store" is buyers with an average income level, which makes it possible for the "Magnit" network to penetrate into small towns and settlements.
Further development of the network focuses on strengthening the positions of the Magnit network in the Urals and Central regions:
· Price reduction strategy for regional expansion;
· Availability of sufficient funds to ensure the opening of at least 250 stores per year.
Maintaining industry leadership in cost control:
· Further improvement of the efficiency of the logistics system.
The Tander company, the main operating company of the Magnit group, began its activities in 1994 as a supplier of perfumes, cosmetics and household chemicals.
In the summer of 1995, the formation of the company's branches in the South of Russia began: Sochi; city of Stavropol; Pyatigorsk.
By the end of 1996, Tander firmly took its place in the top ten Russian distributors of perfumes, cosmetics and household chemicals. In the same year, branches of the company were opened in Volgograd, Novorossiysk, Armavir and Saratov.
By April 1997, the concept of the development of Tander as a grossery distributor was formulated. The company has begun to develop the food segment of the market.
In 1997, branches were opened in Nizhny Novgorod and Rostov-on-Don.
In the spring of 1998, the southern branches of the Tander company were transferred from the warehouse work system to the cross-docking system.
The August crisis of 1998 slowed down development for some time, the company was forced to close the Nizhny Novgorod branch. At the same time, during the crisis, in a short period of time, a complete restructuring of the company's activities was carried out, the latest forms and technologies of work were introduced, which made it possible by August 1999 to reach pre-crisis sales volumes.
In 1998, work began on the development of the retail market: the first self-service store was opened in Krasnodar.
In 1999, Tander opened 2 more branches: Moscow and St. Petersburg. In 1999, stores were opened in all major cities of the Krasnodar Territory and even in some villages.
In 2000, the management decided to focus on the development of the retail network. All stores operating at that time were converted into discounters. The network was named "Magnet" and under this name continued its quantitative and qualitative growth.
In 2001, the Magnit chain became the largest retail chain in Russia in terms of the number of stores.
In 2002 branches were opened in Voronezh, Lipetsk and Orel.
In 2003, she won the all-Russian competition "Golden Networks 2003" in the "Regional Networks" nomination.
In 2004, according to the results of the "Hyperestate awards 2004" competition, which is held annually among network companies in the field of trade, catering and services, the Magnit chain of stores won in the nomination "The largest national discounter in terms of the number of stores."
In December 2005, the company's management received gratitude from the President of the Russian Federation V. V. Putin "For a great contribution to the development of the Russian economy."
In January 2006, the reorganization of the Magnit group of companies was completed, as a result of which OJSC Magnit became a holding company.
The capital investments of OAO Magnit in 2010 were "the largest in the company's history," said Sergey Galitsky, CEO of the company.
According to S. Galitsky, funds raised during the placement of an additional share issue in November 2009 were invested in business development. As reported, then the company raised $369.2 million by selling 5.68 million shares (6% of the increased share capital). In addition, the existing shareholders of the company bought out $3.2 million worth of securities by pre-emptive right.
CAPEX 2010 was the largest in the history of the company and is focused on traditional destinations for the Thunder network. The priorities remain the development of logistics through the construction of new distribution centers, an increase in its own fleet and work on improving efficiency, which will provide the company with a significant part of the resource for price interventions aimed at increasing the attractiveness of the network. CEO OJSC "Magnit" in the message of the company.
"Magnet" by the end of September 2009 opened 399 new stores, expanding the network to 2.98 thousand retail outlets.
In 2010, the company took a strong position in the sector due to the following development factors:
Flexible price policy and an assortment matrix adjusted according to the income level of the consumer.
· Large-Scale Investment Program for 2010: capital expenditure plan of about $1 billion.
· Opening 450 - 550 convenience stores during 2010.
· Opening of 25-30 hypermarkets in 2010.
· Working to improve efficiency.
At the moment, the Magnit chain of stores is:
· Market leader in terms of the number of retail outlets and their coverage area in Russia - 64 branches, 1 representative office, more than 3,658 convenience stores and 35 hypermarkets in more than 1,156 cities and towns. Currently, several dozen stores are opening per month;
· About 100,000 employees who, through their work, provide customers with the opportunity to purchase high-quality everyday goods at affordable prices;
· The latest methods and technologies in the field of product distribution, sales, finance and personnel policy, allowing you to effectively manage the company and reduce the price of goods for the end consumer;
· A network of distribution centers throughout the European part of Russia, receiving goods from major suppliers and preparing them for shipment to stores;
· An enterprise with a large fleet of vehicles and carrying out long-distance transportation of goods throughout the European part of Russia;
· Approximately 620 private label items.
Conclusion.
Network trading in Russia has confirmed its viability. This was achieved as a result of the centralization of the management of procurement and marketing systems; equal partnership of all network participants; using market penetration strategies; marketing forms and methods of organizing trade and stimulating sales.
The main task today is the training of qualified personnel in the field of network trade, capable of raising the national economy to a higher level.
FMCG retail chains in the Russian Federation are one of the fastest growing retail segments in the Russian Federation. FMCG retail chains are developing modern retail formats (hypermarkets, supermarkets, discounters, etc.). According to the analysts of IA "INFOLine", their share is about 30% of retail food retail, and in cities with a million population exceeds 40-50%. Trends in the development of FMCG retail chains are decisive for the entire retail trade in the Russian Federation.
An important point in attracting customers and increasing product sales is merchandising, which is actively used by key market players. Today, almost any shelf in a supermarket is a micro model of the market. The better the product is presented on the shelf, the more likely it is to buy. For this, it is necessary to take into account that: The product must have a presentable appearance, must face the buyer, the brand logo must not be covered by a price tag, excise stamp, etc. (in general, any information useful to the consumer placed on the product packaging should not be sealed), the product must be at the level of the consumer's eyes, the product must be placed in the appropriate product group, within the product group the product must be in the appropriate price group, i.e. if it is an expensive washing powder for washing in a washing machine, then it should be in the place where the washing powders, among other automatic powders, and at the same price level. The more facings of goods on the shelf, the better.
List of used literature.
1. Retail networks: strategies, economics and management: strategies, economics and control. : [training. allowance for universities /E. V. Karpova and others]; under the editorship of A. A. Yesyutin, E. V. Karpova.-M .: KnoRus, 2007.
2. Ivanovich, M. Retail networks of transnational companies /M. Ivanovich, M. Ososova //Russian economy on new paths: [actual economics. problems, corporate ex. and ex. company, banks and investments, real sector of the economy, social. problems: Sat. Art. / Institute of business and economics.-M., 2005.
3. Valevich R.P., Davydov G.A. The economics of a commercial enterprise. - Minsk: Higher School, 2006
4. The website of the retail chain of stores "Magnit" http://magnit-info.ru/.
5. Internet encyclopedia "Wikipedia"
http://ru.wikipedia.org/wiki/%D0%A2%D0%BE%D1%80%D0%B3%D0%BE%D0%B2%D0%B0%D1%8F_%D1%81%D0 %B5%D1%82%D1%8C.
6. Vabryutova N.Yu.; Margonenko A.A. Product quality control// "Economics and Life", 2007.- No. 11.
7. Systems for the development of commercial enterprises. Collection of normative- technical documents. M., 2005.
The first retail chains (network retail) began to appear in the 15th-16th centuries in Germany. The wealthy shopkeepers who sold meat, expanding their trade, open a network of meat trading shops selling the same type of assortment, under a single sign.
This business development model was fundamentally different from the models widely practiced in those years and later:
- expanding the range of goods sold in one place and offered by a retail outlet;
- purchase and development of unrelated or complementary businesses.
The rapid development of retail, in fact, began in the first half of the twentieth century, when the barrier between the consumer and the product disappeared. Prior to this, all world trade was carried out exclusively "over the counter", and the current variety of formats was represented only by small shops and bazaars.
Since 1901, the drugstore chain Walgreens, founded by Charles R. Walgreen Sr., has been writing its history from a pharmacy in Chicago, Illinois. By 1913, the network already consisted of 5 pharmacies.
The first two stores with direct access to the goods were opened independently of each other in 1912 in California. Around the same time, a chain of six stores called Humpty Dumpty Stories, owned by the Bay Cities Merchantile Co., began operating.
The first, a supermarket, in the modern sense of retail technology, which laid the foundation for chain retail, opened in 1916. The beginning of a new, at that time, technology of network retail was laid by an entrepreneur from Memphis, Clarence Saunders. The Piggly Wiggly supermarket chain he created, seven years after the opening of the first supermarket, consisted of 2,800 stores.
Marketing specialists usually associate the emergence of self-service with the "Great Depression" that broke out in the United States and it is customary to date it to 1929. Then the merchants of Cincinnati, in order to reduce the prices of products for the poor, decided to minimize the costs of organizing the trade itself. The goods were laid out on the shelves, and the staff of sellers was reduced, leaving only one or two at the exit of the store.
The official date of birth of the mass-market chain retail industry based on self-service technology is considered to be 1930, when King Kullen opened a store in New York that became the prototype of the modern supermarket. Further, the process took on an avalanche-like character; by the end of the 30s, there were already several thousand self-service outlets in the country.
In 1957, in France, near the city of Annecy in eastern France, at a crossroads, the first store of the Carrefour SA chain (French crossroads, pronounced Carrefour) opened. However, in the 50s, the technology of reaching the general population and the priority of "traffic" over the profitability of each check became dominant only in the United States. Western European post-war network retail was built on the predominance of independent stores united in small chains. In countries such as Italy, Germany or the UK, the technology of network retail focused on consumer "traffic" has not taken root. There, retail continues to develop mainly according to the old principle of “flow” trade - stores are mainly based in the center of the movement of buyers from nearby areas.
In the mid-70s, in France, for the first time, goods under the private label of these stores (STM, private label) appeared in retail chains. The Carrefour retail chain has become a pioneer in the creation of private labels. The experience of the French was so successful that private labels quickly gained popularity in other countries. Now the range of European chain stores on average 30% consists of products under their own trademarks. At the same time, it is not uncommon for such brands to occupy 80-90% of the turnover, and individual retailers, for example, the British network Marks & Spencer, sell goods only under their own brands.
In the 1980s, chain retail began to dominate the consumer goods retail market. A few years later, Dutch retail felt the "death grip" of the Albert network, the British one was under the power of Tesco (now its annual profit before taxes reaches a billion pounds), and the Metro network began to assert itself in Germany. French retailers in the early 80s tried to move their "traffic" to the United States. But Carrefour, Auchan, and Leclerc soon became convinced that it was useless and left America.
The end of the 20th century was marked by a large-scale offensive by large European network retailers in Eastern Europe and Latin America. At the same time, the first domestic chain retailers Perekrestok (1995), Azbuka Vkusa (1997), Pyaterochka (1999) appeared in Russia.
In the post-Soviet Russian economy, many new institutions have emerged and developed, borrowed from developed market countries: these include corporations, business unions, stock exchanges, commercial banks, and much more. Against this background, the greatest dynamics and development was demonstrated by the network forms of organizing the retail trade in food products, which appeared in the mid-1990s. By now, we can already talk about some history of these phenomena, which, however, has not yet received adequate reflection in domestic economic theory and economic history.
The sources of information on this issue are mainly journalistic publications of a news or analytical nature, tracking the current situation in consumer market, as well as specialized materials posted on the Internet. Against the backdrop of great interest in the history of pre-revolutionary domestic entrepreneurship, ignoring the latest history of market processes and phenomena can hardly be considered justified.
Trading retail chains have become a natural result of the transition to a market economy. In the West, their formation was built gradually as the forms and methods of trade improved. The mass distribution of chains took place only in the middle of the 20th century, while separate formats of self-service stores appeared in earlier periods.
The most important principles of retail chains were born in the USA in the process of the emergence of the future legendary Woolworth empire. In 1879, a revolution took place in retail - the first self-service store for economy class was founded, where for the first time there was no counter. The goods were located right on the trading floor, there were not even consultants. However, there was another innovation - discount - goods were sold at low fixed prices. After 20 years, a colossal network was formed with 631 stores in the USA and Canada, and after another 10 years, the Woolworth network consisted of over 1000 stores [Boguslavsky I. American success: people and symbols - M .: Alpina Business Books, 2004 - S. 42- 51; Benyumov K. Business on the shelf // Kommersant-Vlast, 2009, No. 5]. It was only during the current crisis in January 2009 (after 130 years of existence!) that the Woolworth network suffered significantly, although its potential entry into the Russian market until recently plunged its participants into a state of slight panic.
The idea of creating self-service grocery stores also first appeared in the United States in 1916. It happened in Memphis, where, under the sign of Piggly Wiggly, Clarence Saunders first began selling groceries in a supermarket format. For that time, it was also an innovative idea, which, however, quickly gained recognition and received innovative development. For example, in 1937 carts appeared in food supermarkets [Beeven J. Wars of supermarkets. - M.: Eksmo, 2008. - S. 19].
Only after the Second World War did the idea of supermarkets migrate to the European continent. Thus, in Britain, the American experience of new forms of trading practice began to be studied. To this end, Alan Sainsbury and Jack Cohen (the future founder of Tesco) went overseas as part of a state-funded initiative to educate English businessmen in modern technologies. The first supermarket of the future largest network Sainsbury appeared in 1950 in Croydon on the basis of a very venerable age of the company, founded in 1869 as a dairy store. The future British retail giant Tesko also started with a single store in the East End of London in 1920 [Beeven J. Decree. op. - S. 18].
The origin of Russian grocery store chains dates back to the mid-1990s. It was then that the first retail chains appeared, which to this day are the largest on the market: Perekrestok (1995), The Seventh Continent (1994), Dixy (1993), Lenta (1993), Victoria (1993), Maria Ra (1993) and etc. In addition to federal retailers, there were also regional chains. At the same time, this list already contains a significant territorial variation: Victoria - Kaliningrad, Maria Ra - Barnaul, Korzinka - Lipetsk [Information from the official websites of the companies].
The emergence of chain supermarkets has become a significant event in the Russian consumer market. Development proceeded rapidly. If in the West the birth of grocery chains was primarily associated with a new form of self-service stores, then for Russia the very idea of \u200b\u200bself-service was familiar. Another thing is the variety of assortment, the quality of goods and services that were inaccessible and unfamiliar to the mass Soviet consumer. In the 1990s a significant part of the population used wholesale and small wholesale food markets. Supermarkets showcased a new way of life, Sunday shopping trips for groceries and related products often turned into a kind of excursion program and entertainment for the whole family. At that time, network trade was mainly concentrated in the capital cities, but even here they occupied a very small share in the total turnover: in 1997 - only 1.7% [Mentyukova S., Kanunnikov S. Stores consumer goods// Kommersant-Money, 2001, No. 4 //www.kommersant.ru/doc.aspx?DocsID=136370&print=true].
The crisis phenomena of the late 1990s, associated with the default, had little effect on the decrease in the turnover of supermarkets, but gave a new impetus to their development. According to Kommersant-Dengi, the crisis of 1998 even had a beneficial effect on the development of domestic chains, as it enabled them to get stronger before the arrival of Western competitors. At first, there was a decrease in the share of supermarkets to less than 1%, despite the fact that new grocery chains appeared on the market: Kopeyka, Azbuka Vkusa, Bin, and others. But already from 1999 to 2000, retail turnover in Moscow gave an increase of 69% [Sergeev A.V., Tikhonravov V.M. Supermarket, hypermarket... and a supermarket next to the House //Marketing in Russia and abroad, 2001, No. 4 //www.cfin.ru/press/markening/2001-4/10.shtml]. At the same time, in Poland the share of supermarkets was 18%, in Brazil - 36%. In 1999, the level of turnover of all Moscow supermarkets was about 12% of the sales volume in wholesale and small wholesale food markets (600 million dollars against 5 billion dollars), while 30-35% accounted for the leaders. The actions of the Moscow authorities to close the markets had a significant impact on their growth. In 2000, the leaders of the capital's trade: "Ramstore", "Seventh Continent" and "Perekrestok" gave an increase in turnover: by 130 million dollars, by 70% (from 70 million dollars) and by 54% (up to 150 million dollars). . dollars), respectively, compared with the level of 1999 [Mentyukova S., Kanunnikov S. Consumer stores // Kommersant-Dengi, 2001, No. 4 // www.kommersant.ru/doc.aspx?DocsID=136370&print=true ].
In the early 2000s, the networks continued their development, both due to the expansion of leaders and the emergence of new domestic groups, and due to the arrival of Western sales representatives with a solid reputation. These are, first of all, the Groupe Auchan SA (founded in 1961, France, Lille), Metro AG (1964, Germany, Dusseldorf), Billa (1953, Austria, Wiener Neudorf) network, which has almost half a century of history . At the same time, Metro occupied a special place here, since the company positioned itself in the food market mainly as a small wholesale trade enterprise. "Auchan" and "Billa" defined the market geographically rather broadly, extending it to the regions of Central Russia ("Billa") and even European Russia ("Auchan") with the inclusion of St. Petersburg, Yekaterinburg, the North Caucasus [Official websites of the companies].
In 2001, according to the marketing agency ACNielsen, the Russian supermarket chain grew by 50%, and the turnover almost doubled, still concentrating in the capital cities [Godunova M. How networks are woven in retail // Economics of Russia: XXI century 2002, No. 8 //www.ruseconomy.ru/nomer8_200207/ec17.html]. In the first half of 2001, there were about 10,000 stores in Moscow; in addition, 174 small-scale wholesale markets continued to operate. According to the Moscow Government, 62% of the capital's residents with low and middle incomes continued to make purchases not in stores, but in small wholesale markets. In total, the share of markets in the supply of Muscovites for various groups of goods ranged from 20 to 50%. Among trading enterprises, 90% of the turnover took place through independent stores and only 10% - through retail chains [Sergeev A.V., Tikhonravov V.M. Supermarket, hypermarket... and a supermarket next to the House //Marketing in Russia and abroad, 2001, No. 4 //www.cfin.ru/press/markening/2001-4/10.shtml]. However, by the middle of the first decade of the XXI century. the development of modern forms of trade has accelerated significantly. By 2006, compared to 2003, the share of retail chains increased by almost two and a half times and amounted to 25% of the total volume of retail trade. At the same time, large retailers showed the greatest dynamism: in 2006, Pyaterochka showed an increase of more than 40% over the year, the Magnit network - by more than 50%.
Since the early 2000s active promotion of metropolitan retailers to the regions began. The main objects of their interest were large cities: Yekaterinburg, Samara, Novosibirsk, Nizhny Novgorod. At that time, Western companies were still weakly working in this direction. Such chains as "Pyaterochka", "Kopeyka", "Dixie", "Lenta" actively expanded their representation in St. Petersburg. There has been a counter expansion and the exit of some regional networks to the federal level ("Monetka", "Victoria"). It should be noted that Victoria, along with Lenta and Kopeika, entered the top 100 of the 2007 Forbes rating of Russia's 200 largest private companies.
During this period, serious changes began to take place in the organization of forms of service and the transition to multi-format networks. In retail stores, traditional counter stores and self-service stores are usually distinguished, which are conventionally divided into minimarkets (bentams) (90-300 sq.m), supermarkets and supermarkets (400-2000 sq.m) and hypermarkets (over 3000 sq.m) . In terms of pricing and assortment policy, as a rule, a "classic" supermarket, an "economical" supermarket, a "soft" discounter, a "classic" discounter are considered. The store format is most clearly represented in chains where the marketing policy is most clearly formulated. So, initially, the "classic" supermarkets included the shops of trade houses "Perekryostok", "The Seventh Continent", "Bin": they were characterized by high quality goods, a large assortment (5000-12000 items), relatively high prices and a good level of service. The "economy" supermarket format was best matched by the "Ramstore" chain supermarkets, where prices were usually lower than in the "classic" ones. Mini-perekrestok and Kopeyka positioned themselves as "soft" discounters. Their main principles are a limited range of goods from the best-selling brands (1500-2000 items), simplified display of goods, a minimum of staff and low prices. As an example of a "classic" discounter of a general profile, one can still consider the Avoska supermarket of the Proviant chain. The Azbuka Vkusa chain has positioned itself as a premium-class store from the very beginning. In 2000, a new format of stores began to actively develop - supermarkets "bentam" or "shop near the house". These relatively small stores, located closer to the consumer than supermarkets, with a relatively smaller range of goods (up to 4000 items) were designed to provide high quality service [Sergeev A.V., Tikhonravov V.M. Supermarket, hypermarket... and a supermarket next to the House //Marketing in Russia and abroad, 2001, No. 4 //www.cfin.ru/press/markening/2001-4/10.shtml].
However, as the development progressed, a trend towards a transition to multi-formatness emerged, acting in several directions at once. Thus, the Auchan company, which positioned itself as a "classic" supermarket, simultaneously moved towards hypermarkets and discounters operating under the Atak brand. The Dixy chain, initially representing a discounter chain, has begun to create stores of other formats: supermarkets and hypermarkets. This transition was facilitated by mergers and acquisitions occurring as competition intensified in the market. Founded in 2006, the X5 Retail Group holding expressed this trend to the greatest extent, simultaneously developing a network of "economical" supermarkets of the Pyaterochka chain, but also supermarkets and hypermarkets of Perekrestok. Seventh Continent, a member of the X5 Retail group, demonstrated the greatest changes, abandoning the originally accepted format of the "classic" supermarket and acting in three formats at once: a supermarket, a hypermarket and a convenience store. "Metro Group Russia", initially focused on corporate clients, began to open a network of hypermarkets in the "Real" project, and "Lenta" - a network of "convenience stores" [Multi-format is a factor in the efficiency of retail chains // Yarmarka.net]. In addition, the work aimed at covering various categories of customers and introducing new brands to the market has noticeably intensified. retail store service
Such changes were the result of increased competition in the network food market. The arrival of Western companies with significant experience and financial capabilities on the Russian market created a serious threat to domestic networks. Their expansion was accompanied by dumping due to high turnover, low trade margins and large purchases from suppliers. This was also facilitated by a flexible system of discounts, a high level of technical equipment, advanced marketing technologies, attracting the best specialists due to a higher level of remuneration, and focus on corporate clients. Of course, they had problems with the underdevelopment of the domestic legal framework, the lack of transport infrastructure, and so on. But at the same time, sales volumes of Russian and Western companies were incomparable in terms of volume: Turnovers of Auchan and AVA already in 2000 amounted to 22.5 billion dollars and 10.3 billion marks, respectively, while the turnover of the "Seventh Continent" in 2000 reached only about 120 million dollars [Godunova M. How networks are woven in retail // Economics of Russia: XXI century 2002, No. 8 // www.ruseconomy.ru/nomer8_200207/ec17.html].
In addition to the fact that the growth of competition forced Russian retailers to resort to a number of measures aimed at improving the internal organization, the first efforts towards the consolidation and institutionalization of the Russian retail business, as well as the movement to develop regional markets, began to take place.
So, at the end of 2001, the association of supermarkets "Stolitsa" arose, which included 11 supermarkets and a number of other stores, with the aim of consolidating purchases in order to obtain more favorable conditions from suppliers. In 2001, the Russian Retail Alliance (RRA) was created, uniting large retail chains: Perekrestok, Kopeyka, Dixy, Megamart, whose task was to protect national trading companies. Almost at the same time, the Association of Wholesale and Retail Trade Companies (AKORT) was created, pursuing, in fact, lobbying goals - "participation in tax and regulatory regulation, developing a policy of behavior in relation to foreign companies." In 2001, the Six Sevens alliance was created, which included Seventh Continent, SportMaster, Starik Hottabych, ArbatPrestige, M.Video, AutoKey car dealerships, and MVO-Holding car centers. The alliance sought to unite networks "to combat spontaneous markets, to conduct a joint marketing and advertising policy of companies trading in various groups of goods, for joint construction and rental retail space"[M. Godunova, op. article]. It cannot be said that the set goals were achieved. Of course, the most significant event was the already mentioned merger of a number of market participants into the X5 Retail holding, carried out under the auspices of Alfa Group.
I must say that this situation turned out to be quite comparable with the trends in the development of European networks. Thus, the well-known researcher of supermarket chains J. Beaven, noting certain transformations of the 2000s, writes that since 1999, the consolidation of networks has radically changed the dynamics of food retail trade: at the same time, there was an increase in the sale of non-food products; if earlier attention was focused on the hypermarkets of the city outskirts, then in the 2000s. networks began to create small stores in the central areas of cities and develop new places of trade - at gas stations, the movement to buy up enterprises for the production of semi-finished products intensified, more and more often identical goods began to appear on the shelves of different networks [Beven J. Wars of supermarkets. - M.: Eksmo, 2008. - S. 12-13].
Similar phenomena are observed in the network strategies of Russian companies, which has intensified in the current crisis. In 2009, the main task of retail chains was to reduce costs. There was a reorientation from the construction of hypermarkets on the outskirts of large cities to the format of "convenience stores". There was also an increase in the sale of non-food products, an increase in interest in discounter networks, an expansion in the supply of products under their own trademarks. The tasks of cost optimization limit the high logistics costs, the lack of transport infrastructure. The tasks of developing the transport fleet and logistics are singled out as a key direction for the development of business processes in the coming years. Another possible solution is to reorient purchases to local suppliers, which can partly reduce logistics costs [Food retail: competitive analysis and leadership strategies. Top 10 // Retail.ru]. In the face of declining consumer demand, a significant part of buyers was reoriented to stores of a more democratic format, and stable discounters showed the greatest efficiency, "classic" supermarkets stepped up work on distributing discount cards, holding sales campaigns and other forms of "struggle for the consumer's wallet". The most dramatic impact of the crisis was on the Mosmart chain, which began to experience serious problems with repayment of loans since the autumn of 2008. results. By the summer of 2009, food supplies to the chain's supermarkets had ceased. In June 2009, Sberbank of Russia, its 100% subsidiary LLC Sberbank Capital, the Cypriot company Samatus Trading Limited and Bacarella Holdings Corporation agreed to cooperate on the reorganization of the Mosmart group of companies, for which additional financing was provided to restructure the credit debt and network restart [Ismailov R. "Mosmart": There is still much to be done, but the company has already come out of a coma // www.retail.ru/interviews/41192].
The rapid development of retail chains, and now they already provide 35% of retail turnover (in the US - 90%), require increased regulation of their activities [Dmitriev M., Yurtaev A. Law on Trade: The Death of Competition // Vedomosti. 12/17/2009 //www/vedomosti.ru/newspaper/article/2009/12/17/221617]. This is an objective process that is taking place in other countries as well. The activities of the government commission on competition in the retail food market in Britain, whose activities also intensified in the 2000s, are described by the already mentioned J. Beaven [Beaven J. Supermarket Wars. - S. 14-15]. The fight against unfair competition and monopoly, control over the quality of goods and prices, regulation of relations with suppliers - all these issues are reflected in the draft law "On the Fundamentals of State Regulation of Trade Activities in the Russian Federation", which is currently under consideration in the State Duma. Here it is planned to establish a 25% quota for sales by retail chain enterprises within the municipality, regulate trade margins, ban too long payment delays, too large wholesale discounts, etc. Of course, the future law has both opponents and supporters. It remains to be hoped that the regulation of the trading activities of enterprises, including retail chains, will contribute to the development of civilized relations in this important area of the economy.
