[:en]Triggers and treasures[:zh]动机与愉悦

One of the best shopping experiences in the world right now is anything but fancy. In fact, it is about as stripped down as retail can get – concrete floors, product on palettes, warehouse ceilings with struts and skylights. Despite the unflattering surroundings, this particular chain also charges customers just to get in the door, and every year, the equivalent of the population of the UK and Austria combined happily hand over their money to do so. The retailer in question is Costco, and while there are many fascinating aspects to this 30 something year old warehouse club, what intrigues me most is its understanding of the psyche of the shopper. The Costco model is super simple. Members only (starting at US$55 per year in the States), very low markup (15 per cent maximum), limited choice (4000 items compared to 40,000 in a typical supermarket), and bulk sizing (large packaging and multiple units often bundled together). If all that sounds pedestrian, it enables two of the three keys to the success of Costco. First, shoppers feel like they are getting a bargain (the trade off is that packs are super sized), and they want to earn back the price of their membership fees. Second, shoppers don’t have to think too hard (there is very little choice paralysis when there are only one or two options per category). The real magic in Costco though is what co-founder and retired CEO, Jim Sinegal, calls “triggers and treasures”. Costco-jeans Seventy five per cent of what Costco sells are “trigger” products – staples like cereal, detergent, and the number one seller, toilet paper. The remaining 25 per cent are “treasures” – limited quantity merchandise that may only be in store for a week or less – finds like TVs, furniture, and toys, even diamonds. What’s more, these treasures are often hidden. In Costco, there are no signs or directories, and shoppers have to hunt down the good stuff. Put all that together, and you have a retail mix like no other. The lure is irresistible, and customers come away from Costco with over sized trolleys bulging with the basics at the bottom, and the must buys on top. It’s almost impossible to escape at the checkout for less than a few hundred dollars – in fact Fast Company reports Costco’s average sale as US$400. (I got out on the weekend for a total of US$206, but I very nearly bought a $200 bike, which would have made my total bang on the money.) As marketers we can sometimes overthink our craft. For instance, I spent a morning this past week in a high level awards committee meeting, debating the precise meaning of shopper marketing. Costco doesn’t talk about it, it just does it. It markets to shoppers brilliantly, understanding that customers a) want a deal, b) don’t want too much choice, and c) love to uncover buried treasure. The result is consistently rising comparable store sales, last reported at more than five per cent. So next time you are looking for inspiration, take a trip to your nearest Costco, and see just how it’s done. Two things are for certain. You will learn something about great retail, and your wallet will be considerably lighter. Jon Bird is MD, global of Labstore, Y&R’s worldwide retail and shopper marketing network. Email: [email protected] Twitter: @thetweetailer. Blog: www.newretailblog.com. IMG_0760-copy

 

 

 

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这世界上任何的购物体验都是好的,除了昂贵。事实上,这把零售业剥得一丝不挂——水泥地、美轮美奂的商品,带天窗的仓库天花板。

尽管有不利的环境因素,但是这个特殊的产业链在消费者刚踏进门后就开始进行收费。每一年,都有人乖乖地从口袋掏出钱来,而这个数量,则相当于英国和奥地利人口的总和。

能够做到这一点的就是好市多, 而这个有30多年历史的仓储式量贩店,还有许多方面让人眼前一亮。其中最让我感兴趣的就是他对顾客心理的了解。Costco-jeans

好市多的模式很简单。会员制(开始每年交55美元),非常低的利润(最多15%),有限的选择(普通超市有40,000件货,它只有4000件),分量大(大包装或者联合包装)。

如果这样说你想象不了,那么就换一种方法。这种模式是掌握了好市多成功的三个秘诀中的两个。第一,顾客觉得他们赚到了便宜(因为分量超级大),他们想要从价格中赚回他们的会员费。第二,顾客不用顾虑太久(因为当一个种类只有一到两个选择的时候他们并不会浪费太长时间)


而这其中的奥秘是由退休的首席执行官Jim Sinegal发现的,他把这称为“动机与愉悦”。好市多卖出的75%的商品是“动机”商品,主要的有谷类食品,清洁剂以及销量第一的——厕纸。其余的25%则是“愉悦”商品,有限的商品只在店内摆放一个星期或者更短——比如电视机,家具,玩具甚至是珠宝。

另外,这种“愉悦”食品通常会被藏起来。在好市多,没有标志和引导,顾客必须自己寻找好东西,把这些结合起来,你就拥有独一无二的零售组合。

有一个诱惑是难以抗拒,那就是顾客推着装得满满的超大型手推车离开好市多,底部是基本品,顶端是必需品。没有几百美元,你几乎不可能在这里结账离开——事实上,据Fast Company报告,在好市多的消费平均是400美元。(我有一个周末曾经在这里消费了206美元,但那次我差点买了一辆200美元的自行车,这样就会使我达到了平均水平)

作为一个营销人员,我们有时会多虑。比如,在上周我花了一个早上的时间参加了一个高级委员会会议,对消费者营销的意义进行明确讨论和定义。而事实上是,好市多没有讨论来讨论去,而是直接做了。它非常聪明地找准了消费者的心理:a)想要成交,b)不想有太多选择,c)乐于开发被埋藏的“愉悦”商品。

结果是它比类似的商场多出了至少5%的销量。因此如果下一次你想找灵感,不妨来到最近的好市多,然后看看这是如何实现的。当然有两件事是肯定的,你会学到一些好的零售技巧,以及,你的钱包会变瘪,Jon Bird,Labstore全球总经理,Y&R全球零售与消费者市场网络。Email: [email protected]. Twitter: @thetweetailer. Blog: www.newretailblog.com.
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