Supermarket chain project plan (1)
1. The supermarket industry is developing rapidly and the market opportunities are huge.
1. Chinese supermarkets are developing rapidly.
Supermarkets are retail formats that implement self-service and centralized one-time payment sales methods, and use industrial division of labor mechanisms to professionally transform the business process.
China’s retail industry is undergoing tremendous changes. Modern retail formats represented by supermarkets have suddenly emerged. According to data, the development speed of supermarkets in China is the fastest in the world. By the end of December 1998, there were more than 1,150 state-owned supermarket chains with 21,000 stores. Even during the economic downturn after the Asian financial crisis, the growth rate of supermarkets was still as high as 68. In just six years, various supermarket models that took decades to develop abroad have appeared in the Chinese market.
The rapid development of supermarkets, in addition to the driving role of China's economic development, also stems from its own advantages-creating consumer interests. Compared with traditional business forms, the advantages of supermarkets are reflected in: convenience of shopping, cheapness of shopping, comfort of shopping, and saving of shopping time. Due to these advantages, supermarkets have impacted and even replaced traditional businesses, resulting in the decline of department stores and small grocery stores.
2. Supermarket, an ideal investment opportunity.
What needs to be noted is that compared with foreign countries, China’s current supermarket format is still in its initial stage and is far from mature.
Reflected in: a. Individual and private grocery stores still exist in large numbers. The common characteristics of these grocery stores are: small variety of goods, poor shopping environment, backward management methods, high procurement costs and retail prices, decentralized operations, etc. This has long been replaced by modern large-scale supermarkets in developed countries abroad.
b. In most large-scale supermarket chains in China, there is also no modern theoretical guidance for supermarket operation and management. Product management and financial management are backward. The stores are oversized and disproportionate to sales. Store selection is poor. Inaccuracy, problems such as inconsistent service, display, and delivery.
These problems enlighten us that the supermarket field is an area with huge potential but has not been effectively occupied. Therefore, it is a huge market opportunity for Winbond to intervene in the supermarket field. How does the project plan seize this opportunity? The rough idea is to select the right supermarket form based on the market consumption and market competition in the region; cultivate and train managers with modern supermarket management theories, and formulate scientific methods that are in line with foreign standards. , systematic management system; equipped with modern operating facilities and management equipment; implementing chain operations to achieve unified identification, unified accounting, unified delivery, unified display, unified management, and unified service specifications. In a word, it is based on the standards of foreign supermarket operations , focusing on the domestic market, using the advantages of management concepts and operating methods to achieve competitive success.
2. Huabang Company’s idea of ??operating supermarkets
1. Overall concept
Huabang Investment Management Co., Ltd. is preparing to build a chain supermarket enterprise with a planned headquarters. Xiamen.
Our goal: The short-term goal is to grow into a provincial supermarket chain enterprise with branches all over the province within 2-4 years, with 50-60 chain stores, and further operate across provinces. The mid-term goal is to set up stores in more than 20 provinces and autonomous regions across the country within 5-XX years, becoming a national supermarket chain company with nearly a thousand stores, and trying to be listed overseas; the long-term goal is to further enter the Southeast Asian market and become a global supermarket chain. A supermarket company with branches in some parts of Asia and further operating across continents.
The operating characteristics of our company, in addition to the rich products and cheap prices of general chain supermarkets, are also reflected in creating a relaxed and comfortable shopping environment and providing more high-quality and diverse services. At the same time, we will adopt a more scientific management model, create a distinctive corporate image, and strive to make capital turnover smoother and faster, with higher credit and better credibility.
Our company’s business strategy is to avoid big cities, especially direct competition with large international chain companies in big cities, and focus on expanding the market in small and medium-sized cities and more economically developed rural towns, becoming a A leader in this type of market.
Our supermarkets are mainly small chain stores. Specifically, we divide our stores into three types:
a. First-class stores, covering an area of ??about 300-500 square meters. . It has the function of promoting the corporate image, and can also serve as the flagship store or head office in the regional market, assuming certain management and coordination functions;
b. Second-class store, covering an area of ??about 200 square meters. It is mainly used to provide a relatively rich range of products to large communities, regional commercial centers and rural and urban markets in small and medium-sized cities to meet the various life needs of customers;
c. Category 3 stores, covering an area of ??about 100 square meters rice. As a community store in small and medium-sized cities, its main function is to provide residents in the living area with a convenient and fast shopping place to meet their daily needs for general food and daily necessities.
The general approach is that in small and medium-sized cities, we will open a small number of first- and second-category stores in business districts, transportation hubs, regional commercial centers, and commercial streets in large communities; there is a market for a large number of choices. Three types of stores will be opened at the entrances and exits of residential areas, public buildings, and commercial streets in the area. This not only promotes the corporate image, but also firmly attracts local residents and becomes the market leader in the region.
In small towns, we will focus on first- and second-category stores. We will use our advantages in capital and management to differentiate ourselves from local retail operators and provide goods and services to all customers in the town. , be the first to establish the market leader position in such towns;
2. Market conditions and business ideas of the main target markets in the near future
(1), Xiamen City
p>a. Market situation:
The total population is more than 1.3 million, of which the urban population is about 600,000. There are also about 500,000 foreign residents. The per capita income is about 1,000 yuan/month, and the per capita consumption expenditure on food and daily consumer goods is about 500 yuan/month. In terms of commerce, the old commercial street is Zhongshan Road; the new urban area has expanded rapidly, forming a new regional commercial center and commercial streets in residential areas, with large market space.
In terms of transportation, highway transportation is very convenient, buses are the most important means of transportation, and bicycles and minibuses exist as supplementary means of transportation.
b. Competition situation:
The city-wide competitors (i.e. Class A competitors) are Minkelong and Beishun Supermarket. The former is a private enterprise with 12 branches now, with a total area of ??more than 7,000 square meters. The area of ??its branches varies greatly, the larger one is 1,090 square meters, and the smaller one is about 260 square meters; the latter is a chain store opened by the French, with a corporate image, The management style is more like that of a foreign company. There are currently 9 branches and the 10th and 11th branches are being planned. The branch area is generally 100-200 square meters.
Regional competitors (category b competitors) are supermarkets in communities, generally with an area of ??50-100 square meters, with traditional management and similar products. There are many such competitors.
c. Business concept:
While promoting the corporate image, vigorously develop three types of stores and focus on expanding the market in residential areas.
Specifically, one first-class store will be set up in the urban transportation hub area, which will serve as the head office and serve as a window and stage for publicity and display of the corporate image; the focus of business operations is at the entrances and exits of residential areas, Category 3 stores have been opened in public buildings and in the area’s commercial areas to firmly attract customers in the area and become the market leader in the retail industry in the area.
(2) Zhangzhou City
Zhangzhou City has a total area of ??12,600 square kilometers and a total population of approximately 4.5 million. The rural population mainly engages in agriculture and forestry, while the urban residents engage in small business. The per capita monthly income is 300-400 yuan, but there are great differences between regions.
The Zhangzhou administrative region is divided into Xiangcheng District, Longwen District (the two districts constitute the Zhangzhou urban area), Longhai City, Changtai County, Hua'an County, Nanjing County, Pinghe County, Zhangpu County, Zhao'an County, There are 2 districts, 1 city and 8 counties including Yunxiao County and Dongshan County.
Supermarket chain project plan (2)
Index
1. Market analysis and positioning
2. Investment conditions and address
3. External and internal layout planning
4. Implementation progress and arrangements
5. Investment estimation and fund preparation
6. Profit Model Analysis and Staged Development
MediaTek Aircraft Carrier Plan
1. Market Analysis and Positioning
1. Mobile Phone Store Distribution (Research Data See Attached) Table) Real estate project sales plan 1.1 Debai Home Appliance Plaza, Aodele (2 stores in total)
1.2 Jindetong Mobile Phone Chain (Lubei Building, Tianqu Shopping Center) (3 stores in total)
1.3 Guanzhilin mobile phone chain (4 stores in total)
1.4 Nokia and Samsung stores (2 stores in total)
1.5 Gome, Suning, Sanlian Electric (4 stores in total) Home)
1.6 Ginza Mall (3 stores in total)
1.7 White Swan Underground Shopping Mall
1.8 Pedestrian Street Communications Market
1.9 Haobo, People's Shopping Mall Mobile Phone Store (2 stores in total)
2. Investment conditions and address
Sufficient funds for operation, prime business district location, optional combination operation
3. SWOT analysis
1. Advantages: It is located in the prosperous business district of Texas, where mobile phone stores are concentrated, and is pre-built.
It is an experiential shopping mall with the largest business area in Texas. It has a regular customer flow, is familiar with the market environment after many years of operation, and has supplier, brand, and operator resources.
2. Disadvantages: The current store environment is poor, the scale is small, the operator has no support, and the new store has operations.
Risks and costs are high, the market is in a volatile period, competition is fierce, there is no excellent sales team, and there is a lack of talent.
3. Opportunities: There is market capacity, there is market development space, manufacturers’ attention and investment, stores and manufacturers are in the early stages of product type transformation and development, and the smartphone market is in the early stages of development.
4. Threats: operators’ mobile phone sales share increases, national market sales and shipments decline, the popularity of smartphones leads to increased purchase costs and brand reshuffles, competitors suppress, and manufacturer support needs to be improved Market positioning: Name: MediaTek aircraft carrier.
Business scope: retail and wholesale of branded mobile phones, mobile phone accessories and mobile phone value-added services, and operator cooperation business halls.
Target consumers: Generally refers to the elderly, middle-aged and young people in Texas and surrounding areas who demand mobile phones, focusing on high-end product consumers.
Location size: White Swan first floor, business area of ??600 square meters, more than 60 employees.
Development goal: to be the largest smart experiential mobile phone store in Dezhou City.
IV. External and internal layout planning
1.1 External plaque:
1.2 External advertising space
1.3 External door face
1.4 External parking spaces
1.5 External event venues
2 Internal layout planning
2.1 Brand image display area
2.2 Experience District brand shop-in-shop
2.3 Island comprehensive display area
2.4 Operator business hall
2.5 Office warehouse area
2.6 Accessories and Value-added service area
2.7 Company image area (consultation, cashier)
2.8 External leasing area
3. Implementation progress and arrangements
3.1 Decoration
3.2 Recruitment and training
3.3 Stocking
3.4 Management system and corporate culture
3.5 Trial operation and opening preparation
p>
Corporate Culture
Company Vision——Become the most loved and trusted by customers, proud of employees, the first-class in Texas, the most powerful mobile communications diversification enterprise.
Corporate purpose - to provide customers with convenient and worry-free services; to provide manufacturers with simple and powerful sales; to provide employees with stable and upward development space.
Business philosophy - people-oriented, customer-oriented, honest and pragmatic, cooperation and enjoyment.
Service concept----sincere and professional, convenient and worry-free, and customer satisfaction.
Team concept——enthusiastic unity, pragmatism and innovation.
Employee philosophy——Without satisfied employees, there will be no satisfied customers.
Management philosophy - lead by example, be fair and strict, and be disciplined by performance.
Work attitude - be grateful, happy to work, and a happy team.
Four insistences - quality, service, price and efficiency.
Corporate style - focus on overall interests, work together, recognize individual achievements while confirming team contributions; seek and make use of differences and arguments, face up to problems and solve problems through mutual trust and frank communication; Actively listen to other people's opinions, communicate proactively, and keep consistent with words and deeds; support decisions 100%; pay attention to society and become a responsible citizen.
5. Investment budget and fund preparation
1. Leasing fee
2. Decoration fee and fixed equipment fee
3. Personnel Expenses
4. Water and electricity bills
5. License
6. Opening expenses
7. Periodic advertising investment
8. External relationship expenses
9. Taxes and others
10. Stocking funds
11. Working capital
6. Profit model analysis and staged development prospects
1. Estimated turnover
2. Estimated profit rate
3. Estimated expenses and costs
4. Cash flow estimation
5. Profitable segment revenue planning
6. Product positioning and structure
7. Strategic planning and stages Development planning
8. Competitive strategy research
9. Network department planning
10. Introduction of projects to increase popularity
11. Chain stores Planning
Strategic development:
First year: Develop the most powerful market competition strategy, the most attractive employee compensation system, seize market share and upstream resources, and establish customer satisfaction services Model, establish a win-win reputation model that satisfies partners, enhances the company's image, and lays a cultural foundation. Market investment accounts for more than 30% of the budget, and is expected to be flat or pre-loss.
The second year: Improve the operation system, establish a network operation department, and further strengthen bargaining and main promotion of funds.
Source machine capabilities, focusing on the competitive strategy of maximizing customer satisfaction, firm credibility and expansion of reputation, launched a new round of battle, invested more than 25% in the market, and is expected to remain flat or profitable.
The third year: Consolidate the knowledge and management level of the management team, establish a franchise chain model, create an effective profit model, improve value-added service capabilities, join forces with operators, strengthen operator product sales, and cooperate with Manufacturers establish close cooperative relationships, integrate into the provincial industry honor circle, invest more than 20% in the market, and are expected to make profits. Department drafting:
General Manager’s Office (Human Resources Administration, External Business)
Finance Department (Settlement Department, Accounting Department)
Purchasing Department (Domestic Brands , foreign brands, operators)
Sales Department (including customer service reception)
Marketing Department (including member center, network marketing center, chain franchise development)