麥肯錫報(bào)告：中國(guó)路邊的零售業(yè)(已改無(wú)錯(cuò)字)
2022-08-18 15:06:37 本頁(yè)面
【正文】 t consumers are driving change throughout the country 抯 retail sector by seeking convenience and branded quality. For a retail gambit to work, gasoline stations must appeal to prosperous consumers, such as people who drive their own private cars (accounting for upward of 40 percent of newcar purchases in 2022), as well as the young motorcycle riders, who still dominate station forecourts and are more likely to try out new and foreign brands. To appeal to these categories of consumers, gasoline retailers will need to offer not only highquality goods 梥 uch as prepared and packaged foods, including a substantial number of foreign brands 梑 ut also services such as DVD rentals, photographic processing, a pickup location for Inter orders, laundry, mail, and pharmacy counters. The precise mix and the design of the site will depend on the market segment the retailer aims to serve: affluent but more traditional car drivers or younger motorbike riders. But retailers must also bear in mind the needs of taxi drivers, who still account for most gasoline consumption in China and look mainly for highquality gasoline and good service.The third ingredient is the development of retail skills beyond the usual level of basic expertise. Managing a work of retail sites involves the continual development of a portfolio of options from which each site can draw 梐 n undertaking that requires skills in concept design, partnering, and venture capital. The stateowned Chinese oil panies will need to develop these skills both anically and through joint ventures.THE GASOLINE SPECIALIST STRATEGYGiven the high cost of owning a large work of retail sites, and the acpanying pitfalls, oil panies might decide instead to bee gasoline specialists. Pursuing this strategy would involve buying only those highvolume sites that have sufficient sales of gasoline and autorelated services to make a profit. Elsewhere, the pany 抯 branded gasoline products would be sold through a work of retail partners.The rationale of the gasoline specialist route is that auto fuel is a technically differentiated product and that branded, quality products can mand a premium. China, with its shortages in domestic supply and its increasingly discerning consumers, is thus promising ground for the gasoline specialist. In the case of auto lubricants, for example, the quality segment of the market accounts for only 7 percent of the volume but for more than 30 percent of the value。 margins are up to three times those for the modity lubes sold by local suppliers. The push to quality is already being promoted by government crackdowns on fake and counterfeit products and by WTOinspired moves to encourage the use of highquality gasoline with cleaner emissions. Since China 抯 refineries operate far below international benchmarks and domestically generated highquality gasoline is scarce,3 multinational panies have a clear opportunity. About 20 percent of all gasoline sold in Guangdong, for instance, is imported, and industry forecasts suggest that this amount will rise slowly over the medium term.6 / 7For multinationals not bound by joint ventures with the leading Chinese contenders, the gasoline specialization strategy makes particular sense, for foreign panies have access to good gasoline and a reputation for product quality and brand strength. A typical foreignowned gasoline station in China sells as much as two times more premium gasoline than do locally owned stations, and its prices can be 5 to 10 percent higher than theirs even on basic products (Exhibit 3). Multinationals that haven 抰 spent heavily to acquire large numbers of lowvolume stations can cherrypick the best of the new sites and then focus on supplying highquality gasoline to any independent retailers that emerge.The gasoline specialization strategy relies on three key elements. First, such a specialist should buy only hightraffic sites and perhaps divest sites with smaller volumes. Sites that sell more than 1,250 tons a year are not just the only ones that make a profit without significant nonfuel sales but also can create local brand preferences. Second, the specialist will need
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