本文首次發表於 Category Management Yesterday, Today & Tomorrow – 針對實務的 ECR 社群, 針對目前2020品類管管理在ECR 社群的評論
探究購物者行為的變化是現今做生意的基本要求。品味在演變,趨勢在變化,而且– 理論上,至少 商店和供應商會共同努力嘗試滿足這些新的和不同的需求。不過,行為改變如此迅速且如此徹底,甚至造成零售歷程的基本層面都受到影響時,那會是什麼情況?零售商和品牌商應該如何做出最妥善的因應?
對於世界各地的品類經理來說,這些問題在過去 18 個月內已成為他們日常工作的一部分。現存的記憶中,沒有任何事件像 Covid 那樣對全球零售產生如此廣泛或明顯的影響,因而促使消費者習慣的轉變,那通常需要數年時間才能發生。雖然其中許多變化是對疫情蔓延的短期反應,不過其他變化則對未來的快速消費品零售產生較長期的影響。
回歸基本面
在整個疫情期間由 dunnhumby 進行的數次消費者研究中,我們辨識出將產生長久影響的五個趨勢:更重視價值、更注重當地購物、轉變對模式和通路的態度、居家烹飪的興起,以及對個人和社會福祉的高度關注。
已經發生在各個領域的變化驅動零售商和品牌重新思考現有的假設,並隨著危機後新格局的持續形成,採取回歸基本面的方法來瞭解購物者。
當然,品類管理在其中可以發揮重要作用。身為零售商與品牌關係的維護者,品類經理最適合推動重新評估,並擬定迎頭因應這些趨勢所需,為未來做好準備的策略。與 CPG 更密切的合作是實現這個目標的關鍵,不過也需要有能力和意願,才能對品類進行「從頭開始」的檢視,並針對吸引未來購物者可以採取的哪些措施做出明智的決策。
重新評估客戶需求
在 Brian Harris 博士備受認可和廣泛被使用的八步驟模型中,零售商透過分析從扮演的角色, 到用於推廣所使用的戰術等各種因素,衡量品類的潛在價值。購物者行為隨著 Covid-19 爆發之後的改變,相同的模型也可用於新的需要與要求重新評估品類。
這八個步驟中有四個需要特別注意的地方:品類定義、品類角色、品類策略和品類戰術。在這些領域,我們認為零售商和品牌商應該做好準備,應對以下的一些發展。
隨著觀念的轉變和不同的屬性對購物者愈來愈重要(與愈來愈不重要),可能需要重新檢視定義和構建品類的方式。例如,產品安全、健康和福祉以及本地採購的農產品,可能在未來幾個月提高其重要性。另外,購物者願意用替代品取代「最喜歡的」產品,可能有助於零售商擴展品類的定義。居家烹飪就是其中一例,最近居家食品的激增為零售商擴展創造有利的環境,這是通常能夠帶來競爭優勢的戰術。
品類角色已經見證重大的瓦解,在疫情初期,傳統的固定產品線 (例如清潔、麵食和罐食品) 迅速成為目標級的驅動因子。未來預期會有進一步的變化,不過隨著經濟緊縮,衝動性購買減少,高度聚焦的購物活動導致瀏覽量下降。零售商可能需要為特定品類思考雙重角色的構想,每個品類都能夠滿足線上和店內購物者的不同需求。
Covid-19 是造成線上快速消費品店激增的原因。隨著這種成長趨於穩定,電子商務現在成為許多零售商的重要營收來源。設計成是維持新線上購物者長期習慣的策略將帶來報酬,並抵禦他們回歸更成熟的數位零售商所面臨的風險。以健康和產品安全為重點的策略也可能在眾多品類中發揮重要作用。
在戰術層面,零售商最迫切的其中一個優先事項是密切關注對於分類持續變化的期望。在疫情最嚴重的時期,品類是主要關注點,許多消費者重新評估自身的需求,並意識到產品廣度可能不如 Covid 之前重要。零售商應該使用數據科學考量在未來一年內普遍減少分類。
其他需要考量的戰術應該是關注自有品牌 – 對於追求價值的購物者來說,這是愈來愈重要的差異化因素 – 並且重新檢視「恰逢其時」供應鏈模式,事實證明,這種模式在面對極端需求時並不可行。
資料驅動的決策
在這四個步驟中,每一個步驟的共同主題都是需要細緻、最新的客戶瞭解。在推動品類管理的宏觀趨勢之下,雖然上文強調的問題可以發揮指引作用,不過無法切實反映個人層面的消費者需求。在現今快如閃電的雜貨市場中,行為和態度可能會在一夕之間幡然改變,而品類經理需要具備深刻的洞察力,才足以處理、預測和因應那些新的要求。
在大多數情況下,支援這些洞察力的資料早已存在。零售商擁有大量的客戶資料,可用於推動更明智、更有根據的品類管理決策。大多數人面臨的挑戰不是獲得或取得該資料,而是整理、分析和瞭解;解開產業隱藏的潛力,其中每筆購買都會透露更多關於客戶真正想要什麼的訊息。
隨著我們即將進入新的一年,客戶行為可能會再次發生劇烈的變化,數據驅動、以購物者為中心的品類管理, 是實現具有彈性且更迅速回應未來零售所需的關鍵。
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