乐购战略之营销战略分析
乐购营销策略
一、乐购超市简介乐购原先叫Hymall（hymall=happy buy mall 快乐地购物），由台湾顶新集团控股，现在乐购被英国的TESCO用1.8亿英镑收购了90%的股份，因此改名叫TESCO。
所以现在中国乐购的英文名纷纷改为TESCO了。
乐购购物中心以成功企业为基石，秉承回馈社会。
共创顾客、厂商、卖场三赢之经营理念，依靠专业化之经营策略，立志创立一家具有中国情，中国特色，世界级标准的全国连锁大卖场/购物中心系统。
乐购购物中心的竞争优势较明显，覆盖范围较广，周边的客户都被乐购所吸引，对方圆5公里的零售店都有较大的冲击，能够在较长的时间内保持其竞争力。
二、市场环境与竞争分析1.国内超市环境分析（1)国家宏观政策调整将对超市行业产生积极影响为了保证我国 GDP8％的年度增长率，拉动国内消费成为了当前政策的重点。
商务部出台政策措施进一步搞活流通扩大消费，这将进一步组织动员各级商务主管部门和广大商贸企业，用足用好搞活流通扩大消费的各项政策，充分发挥流通引导生产、指导消费的功能，促进城乡居民消费扩大和消费结构升级，努力为保持经济平稳较快发展做出贡献。
（2）随着外资超市市场覆盖的扩大，中外资超市竞争升级随着外资超市对中国市场理解的不断深入，外资零售企业拥有雄厚的资金实力、完善的国际采购和全球配送系统、经营管理方面的技术和经验优势，具有强大的竞争力，此外，国内部分势头强劲的区域型龙头企业开始跨区域扩张，更加剧了国内零售市场的竞争。
（3）其他竞争者不断冲击超市连锁价值链上游的企业不断通过直接开店的形式向零售终端渗透，与超市构成了直接竞争。
大型的食品企业依托自己品牌的影响力和一定的顾客忠诚度，纷纷利用直营和加盟的形式开设专卖店，销售自有品牌商品。
无论是锁定有紧急需求消费者的便利店还是各类经营食品、烟酒、个人护理品的专卖店，近年均得到迅速发展2.乐购超市环境管理（1）乐购为员工提供良好的工作环境乐购尊重员工的个人价值，理解员工的具体需求，适应劳动力市场的供求机制，依据双向选择的原则，合理地设计和实行新的员工管理体制,为员工创造良好的工作环境.（2）乐购为员工提供技能学习机会乐购对每位员工都进行专业知识的训练,使员工可以在工作中学习各种工作技巧,提高员工的整体工作能力,使员工在工作中得到锻炼,且在优秀的员工中培养高层管理人员,给员工创造努力追求的目标，晋升的高管的机会.（3）乐购赋予每位员工适当的权利乐购认为，要使员工能不断努力,不断为顾客提供完善的服务,就必须要赋予员工适当的权利,这样可以使员工拥有主人翁意识.让员工参与到企业整个实际活动目标中,让员工与企业共进退,成为一家人,让员工有种在为自己工作的想法,即使高层领导人并没有采纳员工的意见,但也不会使员工对领导人员的做法,表现出抵触情绪.（4）乐购对每位员工采取鼓励体制成就感能够激励员工热情工作，满足个人内在的需要。
乐购超市全球化分析
乐购全球化分析英国启航论文英国的主要产业——食品和饮料零售业的代表乐购公司为英国在生产和销售方面提供了近三百万个岗位，解决了近三百万人的生计问题。
随着经济的发展，英国的超市正面临严峻的挑战，随着，战略供应网络的增长，对供应商的分析与管理的挑战是现在大部分超市使用的战略决策。
其中，2004年，根据资料显示乐购的零售销售额占国内生产总值的9%本文将从方方面面分析乐购公司的外部环境、资源分析、竞争与文化战略以及各种战略资源。
乐购作为英国市场上最大的公司，它旗下运行了四家子公司：Superstore, Extra, Metro 以及Express。
公司大约销售40000种食品、非食品、服装等，除此之外乐购还拥有Value、Standard和Finest的一系列自有品牌。
为了方便生产，有些商店里还有加油站，因此乐购也是英国最大的独立汽油零售商之一。
作为世界上最大的食品零售商之一，乐购经营了约2319家门店，雇佣的员工超过325000人，不仅如此，乐购公司还在它的附属网络提供在线服务。
Tesco plc is the food and drink retail sector represents the major industry in the UK, providing employment for over three million people in the main production and retailing. In 2004 retail accounted for 9% of (GDP) gross domestic product (Data monitor, 2003). In latest years UK supermarkets have come under increased analysis over their management of suppliers, yet the increase of strategic supply networks has been essential part of largely supermarket strategies for the past decade.This report is provides Tesco, with emphasis on its external environment and company's analysis of resources, competence and culture strategic and the resources based on strategies.One of the largest food retailers in the world, Tesco operating about 2,319 stores and employing over 325,000 people. It provides online services through its subsidiary, . The UK largest market company where it operates under four banners of Superstore, Extra, Metro and Express. The company sells about 40,000 food products, non-food lines, clothing and other. The company's own-label products are at three levels, normal and finest, value,. As well as convenience produce, several stores have gas stations, becoming one ofBritain's largest independent petrol retailers.环境分析结构———PESTEL FRAMEWORKPolitical Factorsthe company Operating in a globalized environment. Tesco has stores around the world now operates in the Republic of Ireland, Europe , Slovakia, Poland , Czech Republic, Hungary and Turkey. It also operates in Asia in Thailand Japan Taiwan, South Korea, and Malaysia it is performance is greatly influenced by the political and legislative situation of these countries, including the (EU).For employment the government encourages retailers to provide a mix flexible job opportunities, lower-paid and locally-based jobs to highly-skilled, higher- located jobs paid and centrally- (Balchin, 1994). Moreover to meet the demand from population categories such as working parents senior citizens and Students.EconomicalFactorsTesco economic factors are of concern, because they are likely to influence demand, prices profits, and costs. One of the mainly influential factors on the economy is high unemployment levels, which decreases the effective demand for several goods. The economic factors are largely outside the control of the company, but their effects the marketing and performance can be deep. while international business is still increasing (Appendix A), and is expected to contribute better amounts to Tesco's income over the next few years, the company is still highly dependent on the market. therefore, it would be badly affected by any slowdown exposed to the market concentration risks and in the UK food market.Social/CulturalFactorspresent trends show that British customers have moved towards ‘bulk' shopping, which is due to a range of social changes. Tesco have, therefore, improved the quantity of non-food stuff available for sale.Demographic changes such as the aging of people, the female workers are increase and a decline in preparation home meal mean that UK retailers are also focusing on services and added-value products . adding, the focus is now towards; the share of the own-label in business mix, the operational improvements and supply chain , which can drive costs out of the business. National retailers are increasingly reticent to take on new suppliers (Datamonitor Report, 2003Clarke, Bennison and Guy,1994;).The type of goods and services demanded by customers is a meaning of their consequent attitudes and beliefs and social conditioning . customers are becoming more and more aware of their attitudes towards food are constantly changing and health issues. For instance to accommodate an increased demand for organic products Tesco adapting the product mix, and also the first company to allow customers to pay in cash and cheques at the checkout.Technological FactorsTechnology is a main macro-environmental changeable which has influenced the increase of several Tesco products. The new technologies benefit the company and customers satisfaction raises because services can become more personalised and shopping more convenient, goods are readily and available.The launch of the Efficient Consumer Response initiative provided the shift that is now apparent in the management of food supply chains (Datamonitor Report, 2003In 2003, there has been improved pressure on several companies and managers to admit their responsibility to society. (Johnson and Scholes, 2003)The major societal concern threatening food retailers has been environmental issues, a key region for companies to proceed in a socially responsible way. therefore, by recognizing this tendency in the broad ethical stance, the company corporate social responsibility is concerned through the ways in which an organization exceeds the minimum obligations to stakeholders particular through regulation and business governance波特的五种影响———PORTER'S FIVE FORCESThreat of New Entrants The UK grocery market is mainly dominated by competitors, including the major brands of Tesco ,Sainsbury's Safeway ,and Asda, that take a market share of 70% and small chains of Somerfield, Waitrose and Budgens with a further 10%. Over the last 30 years, Ritz (2005), the grocery market has been changed into the supermarket-dominated business. The Majority of the large chains have built their power due to operating efficiency, major marketing-mix expenditure and one-stop shopping. This power had a large impact on the small traditional shops, such as, bakers, butchers and etc. therefore, these days it possesses a strong barrier for new companies who want to enter the grocery market. For example, it becomes rather difficult for new entrants to increase sufficient capital because of large fixed costs and highly developed supply chains. in advanced technology This is also evident in huge investments done by large chains, like Tesco, for stock control systems that impact new entrants and the existing ones and checkouts . Other barriers include economies of scale achieved by Tesco.Bargaining Powerof Suppliers This force that can be influenced by major grocery chains and that fear of losing their business to the large supermarkets. Therefore, this consolidates more leading positions of stores like Tesco and Asda in negotiating better prices from suppliers that small individual chains are unable to match Ritz (2005). UK based suppliers are also threatened by the rising ability of retailers to source their products from abroad at cheaper deals. The relationship with sellers can have same effects in constraining the strategic freedom of the company and in influencing its margins. The forces of competitive rivalry have reduced the profit margins for suppliers and supermarket chains.Bargaining Power of Customers Porter M. (1980) more products that become standardized or undifferentiated, the lower the switching cost, and therefore, more power is yielded to buyers. Tesco's famous loyalty card – Club card remains the successful customer retention strategy that increases the profitability of Tesco's business. In meeting customer needs, better choices, customizing service, ensure low prices, constant flow of in-store promotions like Tesco enables brands to control and retain their customer base. In recent years the food retailing has changed due to a large demand of consumers doing the majority of their shopping in supermarkets that shows a larger need for supermarkets to sell non-food items. Also it has provided supermarkets with anew strategic expansion into new markets of banking. moreover Consumers have become more aware of the issues surrounding fairer trade and the influence of western consumers on the expectations and aspirations of Third World producers. Ethically and ecologically benign sound production of consumer produce such as coffee, tea, and cocoa is viable, and such products are widely available at the majority of large chains.Threat of Substitutes for a particular product General substitution is able to reduce demand, while there is a threat of consumers switching to the alternatives Porter M. (1980). In the grocery industry this can be seen in the form of the substitute of need or product-for-product and is further weakened by new trends, such as the way small chains of convenience stores are emerging in the industry. In this case Tesco is trying to acquire existing small-scale operations and opening Express and Metro stores in city centres and local towns Ritz (2005).3.5Bargaining Powerof Competitors The grocery environment has seen a very significant growth in the size and market dominance of the larger players, with greater store size, increased retailer concentration, and the utilisation of a range of formats, which are now prominent characteristics of the sector. As it was mentioned above, the purchasing power of the food-retailing industry is concentrated in the hands of a relatively small number of retail buyers. Operating in a mature, flat market where growth is difficult (a driver of the diversification into non-food areas), and consumers are increasingly demanding and sophisticated, large chains as Tesco are accruing large amounts of consumer information that can be used to communicate with the consumer Ritz (2005). This highly competitive market has fostered an accelerated level of development, resulting in a situation in which UK grocery retailers have had to be innovative to maintain and build market share. Such innovation can be seen in the development of a range of trading formats, in response to changes in consumer behaviour. The dominant market leaders have responded by refocusing on price and value, whilst reinforcing the added value elements of their service.。
关于乐购的市场营销的成功案例
关于乐购的市场营销的成功案例1：美国西北大学凯洛格商学院KGSM 教授、整合营销创始人唐• 舒尔茨Don schultz 曾预言：“零售商未来的成功模式只有两种，一种是沃尔玛模式，即通过提高供应链效率，挤压上下游成本，以价格和地理位五作为主要竞争力;另一种是Tesco模式，即通过时客户的了解和良好的客户关系，将客户忠诚计划作为企业的核心竞争力。
没有任何中间路线。
”乐购Tesco超市公司是英国最大的食品超市公司之一，该公司9 年前开始实施的忠诚计划― “俱乐部卡” Clubcard ，帮助公司将市场份额从1995年的16 %上升到了2021 年的27% ，成为英国最大的连锁超市集团。
乐购的“俱乐部卡”被很多海外商业媒体评价为“最善于使用客户数据库的忠诚计划”和“最健康、最有价值的忠诚计划”。
乐购“俱乐部卡”的设计者之一，伦敦Dunnhumby 市场咨询公司主席克莱夫Clive Humby 非常骄傲地说：“俱乐部卡的大部分会员都是在忠诚计划推出伊始就成为了我们的忠诚客户，井且从一而终，他们已经和我们保持了9 年的关系。
”1.“俱乐部卡”绝不是折扣卡克莱夫介绍道：“设计之初，‘俱乐部卡’计划就不仅仅将自己定位为简单的积分计划，而是乐购的营销战略，是乐购整合营销策略的基础。
”在设计“俱乐部卡”时，乐购的营销人员注意到，很多积分计划章程非常繁琐，积分规则很复杂，消费者往往花很长时间也不明白具体积分方法。
还有很多企业推出的忠诚计划奖励非常不实惠，看上去奖金数额很高，但是却很难兑换。
这些情况造成了消费者根本不清楚自己的积分状态，也不热衷于累计和兑换，成为了忠诚计划的“死用户”。
1.1消费代金券因此，“俱乐部卡”的积分规则十分简单，客户可以从他们在乐购消费的数额中得到1 %的奖励，每隔一段时间，乐购就会将客户累计到的奖金换成“消费代金券”，邮寄到消费者家中。
这种方便实惠的积分卡吸引了很多家庭的兴趣，据乐购自己的统计，“俱乐部卡”推出的头6 个月，在没有任何广告宣传的情况下，就取得了17 %左右的“客户自发使用率”。
乐购(Tesco)营销策略分析
The Marketing Strategy of TESCOIntroductionThis paper is to demonstrate the marketing strategy of TESCO based on the observation on its London store which is located at 159-167 Castelnau, London. TESCO has become a successful international brand and a famous national brand across UK due to its effective supply chain management and marketing strategy. Therefore, the study on its marketing strategy has significances. Along with the increasing competition in the industry, retail grocery stores are required to differentiate themselves from competitors and obtain competitive advantage using effective positioning strategy and segmentation strategy, which are also the success factors of TESCO (Humby, et al, 2006). Theoretically, convenient chain store’s marketing model has five key elements, namely investment selection, location selection, layer selection, strategy and tactics selection. This paper would discuss the location selection, pricing strategy, product mix strategy, and promotion strategy of the selected store. It is found that effective marketing strategy contributes significantly to the success of TESCO not only in UK, but also across the world. The operation of the store is also effective.The location of the store shows that it has a clear site selection strategy. Castelnau has convenient transportation. This makes the store to be approached easily by customers. There have some direct competitors at this location. However, there are also some parks around the location, which contribute to attract enough customers. This leads to the broad business opportunity of the store. In addition, the location is also close to the Castelnau Library and Castelnau Youth Centre, which add attraction to the location. The store has a parking lot for customers. Moreover, there are also some other parking lots near this location. Generally, TESCO targets at domestic consumer. It provides a good environment for people who have been married to spend their time and shopping. Therefore, main target customer group of the store is women who aged between 30 and 45, particularly white collar around south west of London. Our observation shows that the targeting strategy of the store is excellent. The peak hour of the store is around 6:00 pm. Customers who purchase at this store are mainly white collar women. In addition, customers mainly drive their cars to this store for shopping. Thisindicates that transportation is an extremely important factor for the store and confirms that the site selection of the store is excellent. There are two main competitors for TESCO at this location, namely ThaiSmile Supermarket which located at 283-287 King St, Hammersmith, and Londis which located at 63-65 Church Rd, London.Fig 1: Direct competitor for TescoThe overall layout of the store is designed to be rectangular. And it has been divided into several parts which sell different products. Customers could brief know the area their needed products located before they enter the store by seeing the poster outside. This provides convenience for customers. However, considering from marketing theory, this may limit the ability to stimulate customers to purchase more things at this store (Kotler & Keller, 2012). Since customers could easily locate their needed products, and then leave the store, it loses the opportunity to show customers more products and stay at the store longer. It is recommended that the store should design the layout to be U-shape. Under this circumstance, customers are requires to enter the store from one door at the left side and then pay and leave from the other door at the right side. This would enable the store to stimulate consumption.Fig 2: The TESCO storeIn marketing fields, the marketing model is developing rapidly because of the change in marketing concept and the development of information technology. This has been significantly reflected in pricing strategy. Customers could compare the prices at different store easily under the help of information technology. This limits the possibility to obtain high profit margin. However, as a chain store, Tesco has superiority in flexibility, convenience, multi-service, and accuracy information retrospect (Solis, 2011). These competitive advantages have been observed at the Castelnau store. By integrate its advantages and introduce suitable marketing model, TESCO is allowed to obtain moderate profit margin. We observe that the store is more likely to implement a high margin convenience strategy. It is observed that the prices of the products at this store are often a little bit higher than those at similar stores. The store focuses on convenience. This not only has been observed at the site selection, but also observed in its shelf placement. Label and posters are conspicuous. Products which could be classified under the same group, such as fruit, Flower and Plants, and Bakery are placed in the same areas. The arrangement of the products on shelf is observed to follow the similarity of the products. In addition, products which have connections from the same brand (supplier) would be placed on the same shelf. The store also works together with suppliers to implement promotion campaign. They design the posters to show information about discount and put them at the front of the store, so that customers could clearly see what promotion are available.With the development of competition in the market and the needs of the consumers, brand personality has become an emotional tie between consumer and brand if the enterprise must gain customer’s loyalty in the competition. TESCO including the observed store makes great effort to establish its brand personality (Leahy, 2012; Simms, 2007). The store attempts to provide enough product mix for customers. Consequently, the store not only provides daily supplies, but also provides plants and the offering of heat meals. This strategy enables the store to meet the multiple needs of customers. It is also an important element of the effort to provide convenience for customers. In addition, the store also provides a corner for reading and eating. This also helps the store to conduct relationship marketing among its customers. Since the location of the store is a little bit far away from the downtown, the offering of heat meals is extremely important for the store. The store does not have special advertising which is only organized by the store. Since TESCO is a chain store across the world. The head office of the store is mainly responsible for the advertising. It is believed that this should be further improved. It is a need to create its own website. This would not only facilitate the marketing strategy, but also helps the store to provide on-line service. But the store allows customers to use credit card, cash, and band card for shopping. It has adopted POS technology. In addition, for old customers, VIP card has been also provided to customers. Customers could use the card for shopping at the store. This is also a crucial part of the relationship marketing.In general, the operation of the store is effectiveness. It has excellent marketing strategy to support its operation. It has excellent targeting strategy, product mix strategy and good site selection. The location of the store has convenient transportation for customers. However, it is also found that the store also has some disadvantages, which must be improved. If I am the owner of the stop, I would pay more attention to the advertising. A website must be developed to support the advertising. In addition, it is also important to design the layout of the store using barrier-free design. This would support the strategy to provide convenience for customers. Furthermore, such design would also help the store to show carefulness to customers.ReferencesHumby, C; Hunt, T & Phillips, T (2006). Scoring points: How Tesco continues to win customer loyalty. London & Philadelphia: Kogan Page.Leahy, T (2012). Management in 10 Words. London: Random House.Kotler, P & Keller, L. K (2012). Marketing Management. Pearson Education.Simms, A (2007). Tescopoly: How one shop came out on top and why it matters. London: Constable.Solis, B., (2011). Engage!: The Complete Guide for Brands and Businesses to Build, Cultivate, and Measure Success in the New Web, John Wiley & Sons, Inc.pp.201-202.。
特易购(Tesco)—乐购
（2）居民区的便利店 便利店劣势：提供的产品种类和服务不足，所以其竞争力非 常微小。
The end
Thank you！
特易购(Tesco)—— 乐购零售战略分析
组员：
张智文 王慧敏 刘洁敏 林敏如 钟凯欣
• 特易购是英国零售业的领导者 • 全球第三大零售商
• 它于1924年由杰克· 科恩开创 • 首间店铺始于英国伦敦北部。 • 除英国外， • 特易购还在其它13个国家开展业务
主要内容
• 一：特易购—乐购竞争战略分析
• 二：特易购——乐购扩张战略分析
特易购—乐购竞争战略分析
• 一：竞争对手分析 • 沃尔玛和家乐福都采取了成本领先战略。具有 规模经济、专有技术、优惠的商品供应价格、 较低的交易费用和管理费用等优势。
• 二：竞争战略选择
• 特易购的企业理念是崇信以人为本 ——“我们 的成功离不开顾客的支持和员工的努力。” • 特易购的核心理念是为顾客创造价值，从而赢 得他们终身的信任。
原因：“利基俱乐部”数据库，内容真实详细， 促销非常具有针对性，供应商十分愿意参加这样 的促销活动，提高品牌知名度，加强与消费者的 关系
特易购——乐购扩张战略分析
一：特易购—乐购扩张战略组合 1：地理战略——弱竞争市场先布局战略 20实际90年代早期，特易购已经在英国零售业 占据了领先地位。于是他们选择海外扩张。 东欧和亚洲这样的新兴市场——这些地方缺乏 有能力的竞争对手，却隐含着强有力的增长趋势。
3.周边居民区分布 包括欣荣宏•国际商贸城的高档精品住宅小区，附近 本地居民小区，加上周边三公里内的固定人口，外 加靠近从化车站，每天的流动人口，大概在20万左 右。
百姓乐购商城的营销方案
百姓乐购商城网络营销方案一、各个网店的销量的分配二、人员的配置三、各个网店前期三个月营销方案四、分销五、产品线的规划六、客户关系维护七、用户体验一、各个网店的销量的分配从2012年9月到2013年9月，天猫商城、拍拍商城、淘宝C店一年之中预计销量为1000万，下面为具体每个网店每个月的具体销量分配。
二、人员的配置1.在7、8月份的时候只有拍拍商城、C店的情况下，人员只需要一个客服（1200的底薪+提成）；一个兼职美工（1200/月）2.从2012年9月份到2013年9月份的时候淘宝商城、拍拍商城、C店都开起来的情况下，人员需要3个客服（1200月/月+提成）；一个全职美工（2500元/月左右）；一个打包发货人员3.各岗位人员的工作职责售前、售后客服（2个）：（1）处理网店售前及售后的工作；（2）打印订单、录入快递单号；（3）论坛发帖回帖；（4）整理好每天的发货单及快递单（5）整理好每天的顾客资料并录入系统招商及团购客服（1个）：（1）负责淘宝网上招分销商（2）负责分销商的管理（3）负责分销商订单的处理，包括改价、打印订单、打印发货单（4）负责各大团购网站的报名及搜集各个团购网站的信息（5）在售前及售后客服繁忙的时候，支援网店的售前及售后的服务美工（1人）：（1）、商品展示设计，首页广告图片制作及美化、整体布局、活动广告和相关图片的制作；（2）、店铺促销期间的设计排版及促销宣传版面，配合推广人员做推广宣传图、直通车及钻石展位推广图片；（3）、对新开发的产品进行排版、优化店内宝贝描述、美化产品图片及商品的上下架；（4）、定期更新促销图片和页面、配合店铺销售活动、美化修改产品页面及定期更新店铺主页；（5）、不定期制作店铺促销海报、宣传单、画册等；（6）、淘宝商品编辑；发货打包人员（1人）：（1）负责日常库存的管理，下单补货（2）日常的打包发货（3）做好售前及售后的工作2012年9月到2013年9月，在这一年之中的人员开支：客服工资：3*1200*12=43200元美工工资：2500*12=30000元打包发货人员工资：1200*12=14400元合计：87600元三、各个网店前期三个月营销方案1.淘宝C店9月份、10月份、11月份的广告预算分别为0.5万、1.5万、2万元。
乐购战略之营销战略分析
乐购战略之营销战略分析乐购战略之营销战略分析通过浅析乐购零售公司的最新绿色营梢战略，了解市场营稍的重要过程之一即战略制定，同时也是对零售行业的初步探索，以此了解零售行业的基本运行规则。
论文的研究方法包括实地探查和资料搜索归纳。
文章通过作者利用留学英国的机会，时当地的Tesc。
乐购实体店进行考察，发掘产品信息和实体店的节能经营现状。
对于网络资料的搜索主要基于乐购官方网站，关注经营数据动态和新闻发布会内容，以出绿色营梢战略实行的经过。
论文将从以下六点对绿色营梢战略进行浅析:战略背景、战略计划框架构思、战略商业运行程序、战略实行(4P)、战略之企业责任制及战略收益。
本文的结论得出绿色营梢战略具有充分可行性，并且该战略将使乐购公司成为未来绿色零售行业的领军企业。
作为英国第一大的零售供应商，乐购( Tesco)占有英国本土零售市场的三分之一以上，在已经逐步领导英国及爱尔兰销售市场的基础上，同时也在全球零售行业与两大巨头沃尔玛与家乐福展开竞争，目前已经成为世界第三大零售商。
零售供应商的成功经营因素在于供应链管理、市场规划以及营销战略的制定。
其中，营销战略的制定决定着销售额、市车食谱、健身方一式、饮食结构、如何摆脱不良生活习惯以及各种各样的环保产品。
乐购的食品店可以很好的抓住商机，其目标客户也将是这些关注健康的人群。
4、竞争对手。
在英国及爱尔兰，乐购的竞争对手主要是马克斯思班塞超市(M&S)和沃尔玛的分支品牌ASDA。
环保组织环境调查署(EIA)日前成了对于英国各大超市碳排放量的调查，并按评分高低给出了环保排名。
乐购因其在环保友好型冰柜上的投资获得第二名，仅落后于马克斯思班塞超市。
在海外市场。
沃尔玛的“环保360”项目始于2007年。
沃尔玛通过该项目将环保从简单地减少公司本身对环境的损害扩展为员工、供应商、社区和顾客的共同参与及分享利益。
‘环保360’涉及到全公司，无论是顾客、供应商、员工，还是货架上的商品，或所服务的社区。
乐购 TESCO营销
2010 、 2011 年， Tesco 连续两年获得 由中国外商投资企业协会、中国慈善 总会和中国企业报颁发的“中国社会 责任优秀企业奖”。 2011 年， Tesco 还获得了由中国红十字基金会、京华 公益基金和京华时报颁发的“年度最 佳企业公益实践奖”，以及由中国商 业联合会颁发的“年度中国绿色零售 贡献奖”。 2011 、 2012 年， Tesco 连 续两年荣登由第一财经联合艺康集团 与中国食品科学技术学会举办的“中 国食品健康七星奖 — 信赖 100 品牌榜 单”。
TESCA乐购的自有品牌
超值系列是乐购超市自有品牌之—：为百姓定制的日用品， 保证全年廉价销售。让乐购超市自有品牌，走到您的身边。
1.畅销的包装规格大小，保证常 年低价供应的超值商品 2.优质的品质，每一个新推出品 项的商品的供货商都经过了严 格标准的测试和筛选，目的在 于保证为顾客提供的商品都是 安全的，优质的，提供质量保 障。 3.低廉的价格，商品品项的价格， 将是同类商品的入门级价格， 或者是市场上竞争超市中同类 商品的最低价销售。
TESCA乐购社会责任
支持教育
抗震救灾
2008 年 2 月， Tesco 向广州地区 遭受雪灾的群众，捐赠了2 万英 镑（约 30 万元人民币）。 2008 年5月，Tesco集团、Tesco中国 的工会和员工为四川汶川地震 灾区捐 款超过 390 万元。 2010 年 4 月， Tesco 公司和员工第一 时间向青海地震灾区捐赠超过 81 万 元 物 资 。 2010 年 4 月 ， Tesco在全国范围内开展“我向 旱区献甘霖”一元钱一瓶水募 捐活动，向西南旱区捐赠 6580 箱矿泉水、捐款19多万元。
2007- 2010年，Tesco累计向 275 名 贫 困 大 学 新 生 捐 赠 121.5 万元人民币，帮助他们 实 现大学 梦想 。其中 ，包 括 225 名来自四川地震灾区和广 东旱灾、洪涝灾区的大学新生。 2008 - 2010年，Tesco累计捐 赠 230.5 万元人民币用于帮助 当地贫困家庭的学生读书以及 援建图书室。
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
乐购战略之营销战略分析
通过浅析乐购零售公司的最新绿色营梢战略，了解市场营稍的重要过程之一即战略制定，同时也是对零售行业的初步探索，以此了解零售行业的基本运行规则。
论文的研究方法包括实地探查和资料搜索归纳。
文章通过作者利用留学英国的机会，时当地的Tesc。
乐购实体店进行考察，发掘产品信息和实体店的节能经营现状。
对于网络资料的搜索主要基于乐购官方网站，关注经营数据动态和新闻发布会内容，以出绿色营梢战略实行的经过。
论文将从以下六点对绿色营梢战略进行浅析:战略背景、战略计划框架构思、战略商业运行程序、战略实行(4P)、战略之企业责任制及战略收益。
本文的结论得出绿色营梢战略具有充分可行性，并且该战略将使乐购公司成为未来绿色零售行业的领军企业。
作为英国第一大的零售供应商，乐购( Tesco)占有英国本土零售市场的三分之一以上，在已经逐步领导英国及爱尔兰销售市场的基础上，同时也在全球零售行业与两大巨头沃尔玛与家乐福展开竞争，目前已经成为世界第三大零售商。
零售供应商的成功经营因素在于供应链管理、市场规划以及营销战略的制定。
其中，营销战略的制定决定着销售额、市车食谱、健身方一式、饮食结构、如何摆脱不良生活习惯以及各种各样的环保产品。
乐购的食品店可以很好的抓住商机，其目标客户也将是这些关注健康的人群。
4、竞争对手。
在英国及爱尔兰，乐购的竞争对手主要是马克斯思班塞超市(M&S)和沃尔玛的分支品牌ASDA。
环保组织环境调查署(EIA)日前成了对于英国各大超市碳排放量的调查，并按评分高低给出了环保排名。
乐购因其在环保友好型冰柜上的投资获得第二名，仅落后于马克斯思班塞超市。
在海外市场。
沃尔玛的“环保360”项目始于2007年。
沃尔玛通过该项目将环保从简单地减少公司本身对环境的损害扩展为员工、供应商、社区和顾客的共同参与及分享利益。
‘环保360’涉及到全公司，无论是顾客、供应商、员工，还是货架上的商品，或所服务的社区。
一方面，通过该计划节约了自身的营运成本，另一方面也通过对供应商的持续改进降低了从供应商那里采购产品的费用，从而在总体上让环保政策为公司创造了利润。
同时，另一零售巨头家乐福以节能为主要绿色管理手段，“轻装”应对微利行业竞争。
乐购相对于沃尔玛与家乐福，不仅利用绿色营销节约成本，还强调赋子消费者更大的绿色消费权利并且试图改变消费者的消费观念，以加深绿色营销的概念。
这是另外两大巨头所不能及的。
其战略制定更为完善。
二、战略计划框架构思
乐购的绿色营销战略构思可以从四个方面来分析，即战略视野、战略任务、企业目标以及战略价值。
1、绿色战略的视野。
战略视野能够体现乐购希望通过这个计划得到什么。
乐购公司的企业战略视野是希望从小做起来运行自己庞大的组织，建立平民化的、踏实稳重的企业风格。
绿色营销战略恰好和该
总体战略视野相互呼应，在为社区居民建立绿色的生活方式以及保护环境的前提下获鹊生活方式，不在乎商品价格高低)，自然崇拜族，(倾向于使用天然物品，关注健康，愿意努力保护环境)，传统族(现实观念很强的消费者，只要环保商品可以证明其实用价值，便愿意尝试)，游离族(不太关注环保，认为不必要)，忽略族(完全没有环保概念，只会消费便宜使用的商品)，该机构经发现过调查，在发达国家中自然崇拜族、传统族和游离族在人群中所占比例相当(23%左右)，略高于同样比例相当的乐活族和忽略族(15%左右)。
由此可见乐购的绿色计划发展还面临着消费者观念所带来的问题的不小挑战，如何利用价格优势进人传统族市场以及如何通过公益宣传手段侵人游离族市场将是其需要思考的两大问题。
2、目标市场确定。
乐购采取有选择的专门化对目标市场进行确定。
乐购将乐活族和崇拜族归为市场一，传统族归为市场二，游离族和忽略族归为市场三。
三个细分市场各有明显的心理特征，乐购采取不同方案在三个市场进行销售。
对于市场一实行巩固战略，市场二实行价格战略，市场二实行行为纠正战略。
3、市场地位。
乐购的市场定位实质是使本一与其他企业在消费者心目中严格区分开来，从而在顾客心目中占有特殊的位置。
乐购提供具有价格优势的绿色商品、实施绿色会员制度、为消费者提供绿色生活指南以及从自身物流链的减碳排放做起，都是有利于市场定位成功的举动，明显区别于ASDA超市一味追求价格战效益、沃尔玛局限于超市能源节能的举动。
例如在美国，乐购改变其在英国的传统蓝色标
志，大量使用绿色，目的在于抢先于沃尔玛树立在顾客心中的绿色地位。
四、战略实行(4Ps)
“市场营销组合”这一术语，其意是指市场需求或多或少的在某种程度上受到所谓“营销变量”或“营销要素”的影响。
为了寻求一定的市场反应，企业要对这些要素进行有效的组合，从而满足市场需求，获得最大利润。
这些要素一般地概括为4类:产品、价格、分销、促销，即著名的4Ps 。
1、产品。
乐购绿色营销中，可将其主要产品分为有形产品和无形产品来进行分析。
有形产品包括绿色食品、利于环保的销售商品如环保型山地车、可分解塑料制品、无毒害农药等，无形产品包括对能源的节省、对物流链中产产卜的碳排放的控制手段、对绿色种养提供的咨询服务、实行的绿色会员制度等。
其核心产品的价值在于让环保商品使生活更健康，附属产品价值是通过绿色物流链、绿色会员项目、能源节省计划以及碳排放足迹追踪让绿色营销形象更加丰满，增值产品价值是在消费者中建立绿色企业形象。
乐购绿色产品目前仍在产品生命周期的引人阶段，其还有许多空间。
2、价格。
产品价格的定位必须先考虑其产生的成本。
乐购在其绿色营销战略中，产生的主要成本来源可以分为三类:新环保店的建立、物流链的修复以及绿色科技的开发。
乐购在对产品价格进行定位的时候，首先考虑的是战略目的，即为通过和供应商、员工以及顾客的共
同合作，创造出利于环境可持续发展的购物选择机会，减少由于不当消费而对环境造成的损害。
山于这一战略主攻的方向就是树立企业的责任与形象，加上其面对的目标消费群是以普通消费水平的消费者为主，所以并不适宜定出高价格。
乐购结合对成本、产品需求以及竞争对手的考虑做出定价的同时，主要采取的是价值导向定价法，即考虑到绿色环保产品可以带来的环保效应和健康生活启示。
3、分销。
产品分销是建立销售渠道的意思，指消费者通过一定的渠道获得产品。
乐购绿色营销战略在分销过程中最为重要的一点是物流链的控制，即绿色产品通过运输从供应商到达销售商的过程控制。
这一控制的内容如下:
合理利用运输工具。
尽管在最近三年乐购的新实体店不断在英国增加，但是其物流规模保持不变。
这鹊指导专家、生态科学家(开发环保科技以减少物流链对环境的污染、开发农业科技以保证供应来源的环保性能)和合作伙伴(信托基金、环保相关政府部门以及一些慈善公益组织)。
三类群体互相通过“对话”的形式来增长于自己群体特征相关的知识，“对话”也被称为“一起学习”。
绿色营销是相对较新的营销概念，三类群体需要共同学习，才能使这一环保销售的战略逐渐成熟。
乐购的绿色促销通过三方面因素提高销售量:一系列的工具如广告宣传、价格促销、推销、直销和建立公众关系;媒体宣传如电视、广播、新闻发布会和网络等;将简明扼要的宣传信息嵌人前两者中，以公益性、健康性为焦点而引起高度关注，来大幅增加潜在消费者。
乐
购预期的促销目标是改变消费者消费习惯并且开发品牌绿色价值从而增加市场占有率。
在促销实施期间，乐购成功地将需要传达的信息以传统的方式表现出来:事实化，不拐弯抹角的理性合理的环保宣传;生活化，饮食、运输、碳排放、购物方式和种植饲养等都是与生活息息相关，让促销信息易被关注;强化竞争性，在价格可以与ASDA,沃尔玛等竞争的同时，强力凸显企业责任心，以强化自己的竞争优势;论证解决问题的方法的可行性，乐购的促销信息明确表明，全球环保问题不是能靠乐购自己的力量能解决的，但是乐购一贯的准则“点滴作用积少成多”在环保问题上得到很好的诊释，它以这句格言证明自己的绿色管理是值得获得消费者的支持的。
通过这样的信息传达方式，虽然促销结果尚待揭晓，但没有理由不相信乐购影响力会逐步增大。
五、战略之企业责任制
乐购在每一个战略中都紧跟企业的运营理念:车轮理念。
这个理念是将企业的管理分为五块:客户、业务、人民、财政和社区。
车轮理念的宗旨就是为了体现企业责任制。
绿色营销战略的应用区域是车轮理念中的社区部分。
积极支持本地社区、有责任感地销售商品、关注环境问题、提供健康的生活指南和提供就业机会，都是绿色营销战略中体现出的企业责任感。
六、战略收益
乐购自2008年陆续推出绿色营销理念之后，经过一年时间，在09年末取得了理想的收益。
这些收获包括:在英国，旧实体店的排放量减少了7%，新建环保型实体店相对于2006年减少了20.5%的二氧化
碳排放;新的物流链使二氧化碳排放在英国减少9.2%;绿色促销使整个市场范围积极参与到环保事业与健康生活的人数由08年的3500000增长到4,659,310等等。
乐购将继续用喜人的数据来证明自己的绿色营销战略的可行性，并且将证明自己有足够的能力成为未来绿色零售主旋律的领头人。