[: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







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



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。


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)


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.