Choice of supplier strategy
Brand strategy
In the process of print labels supplier-retailer cooperation, it is not just the supplier that is under pressure. In fact, when retailers face super-suppliers and brand suppliers, they will also feel the strength of their suppliers, just like P & G, Coke, and Unity. Brands such as Mengniu are indispensable to retailers because they represent the image of the category, a large consumer base and huge sales. Therefore, this type of supplier often resists the retailer's access fee, and also requires the retailer to provide good display support, and the retailer's pressure on the interests of the category and the strength of the supplier will usually find it difficult to retreat. The fundamental reason for this lies in the strong brand owned by the supplier and its brand's consumer group, which is also the fundamental strategy for the supplier to want to have a strong position; however, a strong brand does not happen overnight and requires long-term attention and The continuous maintenance of brand development requires a lot of human and financial investment.
2. Specialization strategy
1) Of course, it is the best policy for a supplier to build a strong brand. This is the absolute strength of the supplier to the retailer, but this absolute strength is not available to every supplier, especially small and medium suppliers. They do not have A strong brand backing is not even large enough. For them to reach a better cooperation with retailers, they must have relative strength, that is, to become a professional category in the supply of one or several small categories of retailers. Suppliers win relative strength by taking a large share of the sales of small categories of goods.
2) The retailer takes the small category as the basic unit of management. Based on the survey and analysis of consumers' understanding of the classification, the positioning and role of the classification are determined, thereby formulating a reasonable product classification structure, product combinations in the classification, and sales. And gross profit; and then based on these elements to design classified displays, promotions and prices. In this process, we must not only control the quantity of goods, but also consider the neatness of classification, such as the complete price band, the complete packaging specifications, the complete taste, and a reasonable combination of gross profit margins.
3) For suppliers, if they understand the retailer's thinking and principles of operation, they can find many opportunities. By analyzing the retailer's target customers, product structure, price structure, display methods, and promotional activities, suppliers can work from a small category to find blank areas or differentiating factors to create value and unique product positioning. Meet the needs of retailers, so as to obtain the support of retailers, avoid brand competition and occupy a large market share in the small category market, and become a professional category supplier. For example, honey products in the grocery category and tea oil products in the edible oil category can be developed as special categories.
3. Channel strategy
Work with retailers to formulate a joint business plan, review the business with key players of the retailer, analyze the problems and opportunities in the business from the perspective of the retailer's attention, and jointly formulate the corresponding business development plan and specific implementation plan. During the implementation process, regular review will be used to urge and adjust to achieve the predetermined goals. This will play a very important role in reducing friction between the two parties in daily work, promoting cooperation, and improving efficiency. In terms of joint planning, Procter & Gamble and Carrefour have designed the joint image of "Tide" and Carrefour's own brand "Haronic"; cooperated with Metro to study the purchase needs of small shop owners; and cooperated with Wal-Mart to create a classic supply chain Management system. Establishing the KA department and developing joint business plans These strategies may not have the strength and effectiveness for general small and medium-sized suppliers, but in this direction, special departments, specialized personnel and professional management It is very necessary for suppliers to run the business of large retail chain customers.