El desarrollo de los supermercados en China
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8/3/2019 El desarrollo de los supermercados en China
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InterChinaInsight
CorneringChinasMarket
TheBattleoftheSupermarketChains
ByJamesSinclair | August25,2011
InterChinaConsulting
Beijing
ShanghaiMadridMilan
WashingtonDC
ManagementConsultantswww.InterChinaConsulting.com
@2011ChinaConsultingAllRightsReserved
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ExpansionofInternationalChainsTakeawalkaroundoneofBeijingsneighborhoods,andyouremorethanlikelytoseeaWalMartanda
Carrefour,
as
well
as
many
other
hypermarket
and
supermarketchainsfromaroundtheworld. Most of the worlds leading hypermarket andsupermarket chains are in China. For WalMart,
CarrefourandTesco,thethreeglobalgiants,Chinais
nowtheirfastestgrowingmarketworldwide.Indeed, firsttier cities are fast reaching saturation,
with fierce competition between stores and little
roomleftfornewcomers.Sotheinternationalchains
arenow turning toChinasdozens, ifnothundreds,
of smaller cities, tapping the consumption growth
thatsemergingacrossthecountry.
WalMarthasdevelopedthelargestfootprintofthe
three.By theendof2010 ithad219stores inover
100 cities generating revenues of RMB 40 billion
(USD6.2billion).Carrefourhad182storesandRMB
42billion (USD6.5billion) in revenues,whileTesco
had109storesandRMB16billion (USD2.4billion)
inrevenues.
Yetthisexpansionisexposingnewchallenges.China
hashundredsoflocalhypermarketandsupermarket
chains, each with their own territorial stronghold,
andmanywithaggressivegrowthambitions. WhileChinaonlyaccountsforasmallshareoftheir
global revenues at present,with the highest being
Carrefourat5%,thiswillchange.Togetherthethree
globalgiantsadded100newstoresin2010,andthis
expansionwill continuewell into the future. Tesco
plans toopenmorefloorspace inChina inthenext
five years than it has done in eight decades in its
homecountry,theUnitedKingdom.
As this battle between the international and local
chainsplaysout, thehypermarketandsupermarket
sectorwillbesignificantlytransformed.ManyFMCG
companies are wondering whether todays
frontrunnerswillbetheonesleftstandingwhenthe
dusteventuallysettles.
China Footprints of the Global Giants
Carrefour Stores
Tesco StoresWal-Mart Supercenters
Source: Company Websites, InterChina Analysis (Sept. 2010)
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Inadditiontotheglobalgiants,therearemanyother
internationalchainsalsointhechase.AmongChinas
top
20
FMCG
retailers
are
Auchan
from
France,
MetrofromGermany,LotteMartfromSouthKorea,
Lotus from Thailand, as well as TrustMart and
RTMartoriginallyfromTaiwan.
CompetitionPosedByLocalChains
It was only three decades ago that Chinas retail
sectorstartedtoemergefromtheplannedeconomy
(seebox:FromASellersToABuyersMarket).Yet
whilehypermarketandsupermarketconceptswere
then introduced to China from theWest, it is the
localchains
that
now
dominate.
They
account
for
around 80of the top 100 FMCG retailers inChina,
andthetwolargestchainsareChinese:CRVanguard
andLianhuaSupermarket.
CRVanguardgenerated revenuesofRMB72billion
(USD11.0billion) in2010, almost twice the sizeof
either WalMart or Carrefour. Many of its 3,155
stores are smaller format, but of the 450 stores it
opened last year, 60 were large supermarkets. It
planstoopenafurther70to80largesupermarkets
this
year.
Similar to CR Vanguard, Lianhua Supermarkets
revenueswereRMB 70billion (USD 10.8billion) in
2010.Ofits5,239stores,143arehypermarketsand
3,014 supermarkets, with the hypermarkets
contributing RMB 16.1 (USD 2.5 billion). While
Lianhua Supermarket has been rationalizing its
footprint, it still opened 550 new stores last year,
including12hypermarketsand320supermarkets.
LocalRetailInnovation
International chains are bringing best practices to
China,andcontinueto leadthewaywhen itcomes
to retail disciplines such as category and shelf
management, shopper marketing and loyalty
programs, and joint value creation with suppliers.
Nevertheless, local chains are fast scaling the
learningcurveandbecomingmoresophisticated.
Chinas Top 20 FMCG Retailers (2010)
International
Local
10.8
11.0
1.7
1.7
1.8
1.8
1.9
2.12.1
2.4
2.5
2.5
2.7
4.3
5.8
6.2
6.5
7.7
1.9
1.9
12
8
13
1516
22
18
375
20
56
0
1
4
15
18
15
244Lianhua
CR Vanguard
Carrefour
6
38
-3
11
14
20
11
7
117
-4
7
0
3
-4
11
25
17
18
-6
83,155
5,239
143
182
219
2,578
3,204
112
104
286
109
7441
70
524
154108
48
592
239
Source: China Chain Store & Franchise Association
Wuhan Zhon bai
Beijing Jingkelong
Shandong Jiajiayue
METRO
Jiangsu LOTTE
Tesco
Yonghui
Trust-Mart
A. Best
Wumart
Wal-Mart
AuchanLotus
RT-Mart
NGS
Number ofStores
YOY SalesIncrease (%)
YOY StoreIncrease (%)
Revenues(USD Billion)
Renrenle
Zibo Newstar
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FromaSellerstoaBuyersMarket
PlannedEconomy
Era
Lookingback30years,Chinawasonlyjustemergingfromtheplannedeconomy.Itsretailsectorwasstrictly
regulated,commoditieswerescarceandarationsystemwasstillinplace.
Couponswereissuednotonlyforfoodandfuel,butalsoforbikesandtelevisions.Eachcouponspecifiedan
item,quantityandsometimesretailoutletaswell.Meat inparticularwas inshortsupply,rationedat0.25
kilogram per person permonth, andmany Chinese had to eat vegetarian diets. Regardless of financial
wealth,withoutcouponsChinesepeoplesimplycouldntpurchasegoods.
Retailwasdominatedbystateandcollectivelyownedstores,andwhileafewfreemarketscontinuedtoexist
in thecountryside, theywereconsidered the tailofcapitalism tobecutoffsooneror later.The levelof
protection
afforded
to
retailers,
and
lack
of
competition
between
them,
resulted
in
poor
performance
and
consumerservice.Nonewretailformatsorserviceinnovationshadbeenintroducedfordecades.
Duetothescarcityofproductsandtheplannedpricesystem,itwasthesuppliersthatreallyhadtheupper
hand.Although they couldnot raiseprices, they could choosewhetherornot to supply,and specify the
volumestheywouldsupply.Itwasnotuncommonforretailbuyerstousebackdoorrelationshipstogethold
ofmuchwantedgoods.
ReformandOpening
Withpolicyrelaxationoverthepast30years,thetransformationoftheretailsectorhasbeendramatic.
Itbeganinthe1980swiththebreakingofthestrangleholdofthestateandcollectivelyownedstores,leading
toan
influx
of
individual
retailers
and
reopening
of
the
free
markets.
Meanwhile,
the
government
took
steps
toabolishtheprocurementandsalessystem,andreducethenumberofconsumergoodssubjecttoplanned
prices.
Moving intotheearly1990s, internationalretailchainsbegantoenterChina,bringingnewretailconcepts
andmanagementknowhowwiththem.Carrefourwasoneofthefirst,enteringtheyearthatinternational
participation inChinas retail sectorwas granted encouraged status, and thenumberhas grown steadily
since then. ChinasWTO commitments,which gradually lifted the remaining restrictions on international
retailers,attractedfurthernewcomersfromthemid2000sonwards.
Astheretailsectorhasgrown,Chinahasflippedfromasellerstoabuyersmarket.Fromhavingnexttono
choice,consumersarenowspoiltforchoice,bothintermsofwhattobuyandwheretobuy.
RetailInnovation
Chinasretailtransformationstillhasa longwaytogo. Itwillno longerbedrivenbyderegulationasinthe
past, but by the growth of consumption and competition between retailers, especially organized retail
chains.
Retailers now have to strive to better understand consumers and satisfy their needs, and thuswe are
startingtoseemanyoftheworldsbestpracticesbeingadoptedinChina.
ThatdoesntmeantosaythatChinasretailsectorhaslostitsdistinctcharacteristics.Indeed,beforelongwe
expecttoseecasesofChinaleadingtheworldinretailinnovation.
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Oneof themost forward looking isBeijingHualian,
juston the fringeofChinas top20FMCG retailers
with
2010
revenues
of
RMB
10.3
billion
(USD
1.6
billion)and110 stores. It is seeking todifferentiate
itself against its international and local peers by
developing a deeper understanding of the Chinese
shopper,andusing thatunderstanding toprovidea
bettershoppingexperience.
To meet this objective, Beijing Hualian has
establishedwhatisclaimedtobetheworldslargest
retail innovation center, opened in Beijing inMay
2010.Thecenterisnowcollaboratingwithprincipals
andsuppliers,conductingshopperbaseddesign,and
using its fullscale supermarket laboratory to test
newconcepts.P&Gsformerglobaldirectorofretailinnovationwasbroughtonboardtoheadthecenter.
The first results are helping Beijing Hualian move
upmarket in firsttier cities. Given the growing
stratification of consumer segments, and the need
foraricherrangeofretailconcepts,BeijingHualian
has launched a highend supermarket brand: BHG
Market Place. These stores, together with those
under Blt and Ole banners of CR Vanguard, offer
someofChinasbestsupermarketshoppinginterms
ofenvironmentandmerchandising.
RTMartsSuccessStory
While the stronger local chains are moving
upmarket in the bigger cities, the international
chainsareheadingoutintothesmallercities.Oneof
the most successful has been RTMart, the joint
venturebetweenTaiwanbasedRuentexGroupand
theAuchanGroupfromFrance.
RTMart entered China in 1997, a few years after
Carrefour, with a wellconceived approach. It
pursuedapricing
strategy
that
attracted
value
driven shoppers, developed balanced relationships
with its suppliers, and offered an employee
proposition that increased retention. Meanwhile,
instead of concentrating on the bigger cities,
RTMartsecuredprimesitesinthesmallercities.
The result:RTMartrecentlysurpassedCarrefour to
becomethelargestinternationalchaininChina,with
2010
revenues
of
RMB
50.2
billion
(USD
7.7
billion)
generatedfromits143stores.Moreimportantly,its
averagesalesperstorewereRMB351million (USD
54million), farsurpassing thoseof the threeglobal
giants.
TerritorialStrongholds
RTMart aside, it is generally thehundreds of local
chains thatare strongest in the smaller cities.They
are a mix of regional, provincial and municipal
players, eachwith their own territorial stronghold.
This
is
true
even
for
the
largest
local
chains,
such
as
CR Vanguard and Lianhua Supermarket. Indeed,
Lianhua Supermarket stillhas86%of its5,000odd
storesinEastChina.
As the international chains penetrate the smaller
cities,theyarecomingupagainstthese localchains
and their strongholds. Firstly, they have benefited
from being early movers, and securing the prime
locations. Secondly, their concentrated footprints
make for efficiencies in terms of management,
marketing and supply chain. Thirdly, they have a
betterunderstandingofthe localbrandpreferences
andshoppingbehaviorwhere theyoperate.Thisall
addsuptoposestiffcompetition.
Someofthestiffestisposedbytheprovincialchains
that aspire to become regional players. There is
YonghuiSuperstores,withRMB16.0billion(USD2.5
billion)inrevenuesgeneratedfrom286stores,anda
major player in Fujian Province. Wuhan Zhongbai
Supermarket,withRMB12.2billion(USD1.9billion)
in revenues generated from 154 stores, is a strong
force inHubeiProvince.AndBetter Life,withRMB
7.6 billion (USD 1.2 billion) in revenues generated
from105
stores,
is
abig
name
in
Hunan
Province.
Following in their footsteps are many municipal
chains that have their sites set on becoming
provincialplayers.
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A Modern Supermarket In Funan(a typical fifth-tier city in Anhui Province)
IGAs members are increasingly being regarded as
important partners for international FMCG
companieswhen itcomes tosmallercities inChina.
Not only are they a channel to improve the
availability of their products, but also a source of
retail data to improve their understanding of local
consumers.Assuch,weexpecttheIGAtobeaforce
intheshapingofChinasretailenvironmentoverthe
comingdecade.
SupportoftheIGA
Asthemunicipalchainsaspiretobecomeprovincial,
and the provincial chains regional, they will need
outside support to become more sophisticated. A
newsourceofglobalexpertisehasarrived inChina
todojustthat.TheIndependentGroceryAssociation
(IGA), a USbased association of regional
hypermarket and supermarket chains, recently
established a chapter in China. It has 20members
operating2,500storessofar,and isalreadyhelping
tomake
adifference.
AcquisitionsAhead
Anotherforcewillbeconsolidation.IntheWest,the
trendisforbigboxretailerstobesituatedonurban
perimeters in sprawling single story buildings
surrounded by huge parking lots. In contrast, the
best sites in China tend to be in dense residential
neighborhoodsormultipurpose complexes, spliton
multiple levelswithbasementparking.Clearlythere
are a finite number of these sites with few left
unoccupied.
Ithasjoined theUniversityOfWuhan to found the
IGA Instituteandtrainitsmembersinmodernretail
managementdisciplines.Itisestablishingdirectlinks
between itsmembersand their suppliers toenable
joint value creation programs, such as drawing on
supplier expertise to run better instoremarketing
programs. And it has begun using the combined
scaleofitsmemberstogenerategreaternegotiation
power over suppliers than individual chainswould
havealone.
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improve same store sales while limiting upwards
costpressuresinordertoprotecttheirmargins.
Sowhileboththe internationaland localchainsare
fullof ambition,and there are anumberof strong
frontrunners,themarketisfarfrombeingcornered.
Note:Adaptedfrom a set of articles that originallyappearedintheChinaDaily.
Contributedby
JamesA.C.Sinclair,
ManagingPartner,
InterChinaConsulting
James A.C. Sinclair is a Managing Partner with
InterChina. He advises international companies on
market development and market penetration
strategies in China, and is currently the leader of
InterChinasConsumer&RetailSectorGroup.Hehas
livedandworkedinChinaforthepast14years.
mailto:[email protected]:[email protected]:[email protected] -
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