被雷军怒赞的Costco超市究竟是什么鬼？

tea · 发表于 2016-7-16 11:22:58

被雷军怒赞的Costco超市究竟是什么鬼？

　　最近，雷军在闭门会上做了一个演讲，其中盛赞了一家美国超市——Costco(好市多)。

　　这家超市太爆了，收到的最多的投诉就是排队太久，老板要经常出来道歉。

　　雷军描述了他去好市多排队的经历：

　　“我在金山当高管去美国出差，一下飞机张宏江博士就租了辆车直奔Costco。完了回来吹了半天，经他一煽乎，除了我所有9个高管都去了。结果晚上回来大家说东西太好了，我就问怎么个好。其实就一件事，便宜。所有的东西都比国内便宜，只有十分之一，一堆东西在北京得人民币9000多，Costco只要900块钱。”

　　“所以第二天一大早我就去Costco了，站了15分钟我说我懂了，正好跟我想的东西一模一样！”

　　雷军说的没错，好市多的确是一家神奇的超市。除了便宜，我们深度聊下雷军没有讲过的好市多？

　　先简单介绍一下好市多。

　　比沃尔玛晚生20几年，如今全球第二

　　1983年，20多岁的沃尔玛已经是世界第一大零售企业了，彼时第一家Costco门店才刚刚开业。2014年，好市多成为全美第三大零售商，2015年，好市多Costco是全球排名第二的零售商，成为了沃尔玛强劲的敌手。

　　到2016年7月1日，好市多总共拥有705家店，分布在美国、加拿大、英国、日本、台湾等地。(还未进军中国大陆地区)

　　当所有的老板都在追求毛利不断增长，只有它家整天在想，如何可以少赚一点，今年毛利10%，明年能不能9.5%，后年9%就好。在全球的好市多里，都藏着一个14的神秘数字，意思是所有的商品的毛利不得超过14%。

　　沃尔玛成功的秘密在于当大多数零售商的毛利率在40%到50%时，通过对商品选址的创新和高效的运营效率将毛利率降到了22%到23%，而且几十年来上下浮动不超过三个百分点。而Costco更进一步将商品的毛利率控制在了10%左右，这基本上不及沃尔玛一半的水平。

　　当所有老板拼命削减成本的时候，顾客试吃不计成本，唯一的要求是，再多给一点，再大块一点。

　　好市多业务范围非常广泛，比如：

　　好市多有加油站。

　　会员加油超便宜。

　　好市多还卖车，

　　去年卖出46.5万量汽车，

　　如今已经是全美第二大汽车经销商。

　　除此之外，好市多还涉及旅游服务、在线图片服务、当然也有电子商务。

　感觉确实和小米有点像。。。

　　雷军从好市多学到的3招
　　第一招：精选商品，只卖4000个SKU.
　　你要知道沃尔玛至少几十万种，Costco精选到什么程度呢？他的合伙人说，我卖的所有的东西都是我自己选的，家里用过的，我觉得好我才卖。因为卖的品种少，就跟上游厂商拼命压单价，加6%直接到最终店面，恨不得比人家批发价还便宜很多。
　　好市多数量与效率把握非常到位，虽然量小，但是好市多选的非常好，帮顾客提前做好了选择，消费者来了不必纠结应该买那个品牌，好市多有庞大的采购部门，所有上架的商品都必须经过层层审核，才会出现在消费者面前。商品好、结账后迅速离场，卖场可以吸引更多的人进场，创造更多的业绩。
　　第二招：“互联网金融。号召它的用户用Costco的信用卡，它能分一两个点，利润实际主要就来自于会员费和信用卡。”
　　没错，会员费是好市多最重要的特色，好市多的会员有着非常高的品牌忠诚度，续卡率高达91%。
　　好市多会员分为非执行会员和执行会员，在美国和加拿大非执行会员的年费为55美元，执行会员的年费为110美元。相比非执行会员，执行会员可以享受一年内销售金额2%的返现，以及其他一些优惠。
　　在好市多的，商品的毛利只够支付人事等日常开销，会员费是最赚钱的生意。
　　会员费的本质是什么？就是顾客进店，还没有买东西就已经付钱了。所以好市多的采购必须竭尽所能为会员挑选到最好的商品、最实惠的价钱，提供最优质的服务。
　　第三招：砍中间环节，砍价格。好事多服务员很少，节省人力成本，零售价比批发还要便宜。
2016-07-15 13:11 [来源]：金错刀被雷军怒赞的Costco超市究竟是什么鬼？
http://rich.online.sh.cn/rich/gb/content/2016-07/15/content_7942719.htm

tea · 发表于 2016-7-16 11:28:18

　除了雷军说到了这些，好市多还有哪些让顾客尖叫的点？

　　凶残的Costco:这几招学不会

　　1、无理由不限时退换货

　　你可能看到许多超市的规定，退换货只限7天以内，甚至和顾客各种纠缠的时候，只有在这里，退货不问原因、不限时间，关键是，只要你不满意，随时可以退换。

　　全世界的好市多都可以无条件退换，甚至连吃一半的饼干，用过的电器，好市多这样全球罕见的退换货让消费者放开手脚消费，与此同时，退换货对于产品和供应商是一个很好地检验方式，被退货太多的供应商自然压力很大，在以后会更加注重品质。

　　2、饥饿营销：看到就抢

　　到好市多看到便宜的东西一定要立刻就买，因为下次来可能就没了。另外，许多畅销产品、季节商品只进一次。

　　好市多常常把热卖商品摆在不起眼的角落，比如自有品牌KS坚果，销量异常火爆，但是好市多却把它放在非食品区的角落，会员需要转一圈才能找到。

　　其实进去只想买一包手纸，但是每次都会买一大车回家，商品每次摆放的位置都不一样，推着购物车转一圈下来，这招也是好市多独特的寻宝妙招。

　　比如一款热销商品上架，开店前2小时人们就会排起长队，一般不到5分钟商品就被秒杀一空。

　　3、让顾客占便宜

　　另一个秘诀就是试吃，现在很多的超市也有新品试吃，但上前品尝的人寥寥无几。因为试吃的小样太寒酸了。

　　好市多规定，试吃的分量要够大，不怕客人吃，因此试吃经常常要排很长的队。只要举办试吃活动，当天商品的销售额能大幅增长2到3倍。

　　很多吃货对好市多的试吃样品，这里拿一点，那里拿一点，基本上一顿饭解决了。

　　美食区提供免费的酸黄瓜或者洋葱，坚持让消费者占便宜，这样一来，消费者的投诉就大大降低了，这是最好的口碑营销。

　　4、低价商品引流

　　在好市多，一些商品根本没有利润，比如说烧鸡4.99美元的。但是这只烧鸡吸引了大量的客流。每年销量接近6000万只。对于晚餐想简单解决的消费者，这种鸡是不二之选，好评如潮，为好市多的口碑做出了很大的贡献，拥有大量粉丝，这只鸡甚至还拥有Facebook主页。

　　员工2014年的员工满意度调查中，前25家公司，只有Costco一家属于零售企业。员工待遇甚至超过硅谷一些顶级的科技公司。

　　平均而言，Costco一个收银员时薪是20.89美元，相比而言，沃尔玛为12.67美元每小时，在塔吉特百货8.18美元，而且88%的雇员享受公司提供的健康保险。

　　尽管好市多支付雇员薪酬的费用超过了山姆店，但从成本控制总决算来看好市多雇员的高生产力远远抵消了其超出那部分的员工成本。

　　Costco超过一年的员工离职率仅为5%，优待员工即优待顾客，让雇员有更高的积极性及幸福感，减少人员流失的同时也提升了企业的公众形象，这种形象是花钱做广告都买不来的。

tea · 发表于 2016-7-16 11:30:16

因为服务意识极好，

　　好市多的员工受到了奥巴马的赞扬。

　　雷军在演讲中这样说：

　　“但是这个创始人还在公司管理，他的梦想就是做成一个伟大的公司，他根本不在乎公司是不是自己的。他用了15年的时间才让美国人民相信Costco，因为大家都觉得无奸不商嘛，你肯定蒙我了。进了Costco，不用挑、不用看价钱，只要闭上眼睛买，这是一种”信仰。

　　好市多这么多年所向披靡的最重要原因就是抓住了零售的本质：

　　商品做到极好，

　　价格做到极低，

　　服务做到超预期！

　　这样的零售商能不爆吗？电商能颠覆吗？

好市多百度百科
http://baike.baidu.com/view/1169513.htm澳洲店
http://www.costco.com.au/About/CostcoAustralia.shtml

tea · 发表于 2016-7-16 11:47:59

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