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        疫情影響生意怎么辦?這家公司從競爭對手那里搶

        疫情影響生意怎么辦?這家公司從競爭對手那里搶

        Phil Wahba 2021年04月16日
        2020年勞氏凈銷售額增長24.2%達到896億美元,創下了歷史紀錄。

        圖片來源:David Paul Morris—Bloomberg/Getty Images

        隨著疫情消退,美國人都在準備規模更大也更昂貴的家庭裝修項目,勞氏公司(Lowe’s)也有望從越來越重要的客戶群,即承包商和雜工之類專業客戶處爭取更多業務。

        2020年勞氏凈銷售額增長24.2%達到896億美元,創下了歷史紀錄。美國人花了不少錢自己動手裝修,比如在家里搭建辦公室,或者粉刷孩子的臥室,這樣Zoom視頻會議時會看起來更漂亮。

        隨著自行裝修業務逐步恢復正常,消費者開始轉向浴室改造之類更大更復雜的項目,勞氏也及時跟進措施為專業客戶提供服務。該細分市場銷售額約占四分之一,但增長不如自行裝修強勁。去年勞氏的“專業業務”可比銷售額增長了約20%,而自行裝修業務增長率還要高幾個百分點。去年12月勞氏向華爾街介紹的多年計劃中就提出要努力服務專業人士,巴克萊(Barclays)表示“有望全面實現”。

        對勞氏來說,迎合專業顧客意味著實體店里的很大面積都要重新布置,設立帶有顯著標志的“專業區”。貨架上要擺滿專業顧客經常購買的便攜工具,還有售賣止痛藥、零食和能量飲料等商品的便利貨架。在勞氏1734家美國門店中,95%的門店都已增加相關區域。

        另一個亮點在于勞氏為專業顧客設立了專門的停車位,因為此類客戶通常會買較大的商品,需要更多空間裝車。此外,勞氏還為顧客提供手機充電站和專用結賬區,并添加了擋風玻璃清洗站和免費充氣站。

        “對他們來說時間就是金錢,都希望迅速購買后快速離店,”勞氏負責銷售的執行副總裁比爾·博爾茨告訴《財富》雜志。更重要的是,勞氏重新上架了專業人士喜歡的Lesco園藝肥料等產品,確??纱钆涑商?,供應量可滿足大型項目?!白钪饕墓ぷ骶褪谴_保能向專業顧客供應需要的商品,”博爾茨說。

        “專業”業務本身也需要改進

        勞氏希望能持續2020年熱銷的勢頭,所以解決相關挑戰至關重要。勞氏最大的競爭對手家得寶(Home Depot)45%的收入都來自專業顧客,因此隨著家裝支出轉向更復雜的項目,家得寶的收益將超過勞氏。更重要的是,家得寶最近的重大舉措可能將進一步加強專業市場上的占有率,去年家得寶斥資80億美元重新收購了之前的分公司HD Supply,該公司也是大型工業產品分銷商。

        雖然勞氏首席執行官馬文?埃里森最近對華爾街分析師表示,不需要專業業務比例增長到總銷售額25%以上,但確實希望該部分業務能縮小與競爭對手的業績差距。長期以來,勞氏每平方英尺銷售額和單店利潤方面都遠遠落后家得寶?!疤岣哒w效率至關重要,”2月他對分析師表示。

        埃里森2018年就任首席執行官以來,他帶領勞氏重振了各項業務,包括改進電商、高效布置貨架,增加不用于銷售但與家庭相關的產品類別,例如清潔產品等。

        勞氏加強專業領域服務的背后也是同樣思路。舉個例子,勞氏正在更新LowesForPros電商網站并移至云端,以提供更多商品和其他福利。銷售一線也提升技術支持力度,為專業顧客提供更優質的服務。今年1月,勞氏為門店員工配備了全新的顧客管理工具,能更好地跟蹤購買歷史和當前需求,也更容易推動升級銷售。

        隨著疫情逐漸消退,強勁的股市和樓市讓美國人越發關注自家的房子,也為勞氏提供了夢寐以求的鞏固發展勢頭的機會。

        “我們深知,對于消費者來說房子是最大的投資,人們都想舒舒服服地住在家里,”博爾茨說。舒適就意味著要雇承包商修整,需要大量材料,勞氏的希望則是人們都到自己店里買材料。(財富中文網)

        譯者:馮豐

        審校:夏林

        隨著疫情消退,美國人都在準備規模更大也更昂貴的家庭裝修項目,勞氏公司(Lowe’s)也有望從越來越重要的客戶群,即承包商和雜工之類專業客戶處爭取更多業務。

        2020年勞氏凈銷售額增長24.2%達到896億美元,創下了歷史紀錄。美國人花了不少錢自己動手裝修,比如在家里搭建辦公室,或者粉刷孩子的臥室,這樣Zoom視頻會議時會看起來更漂亮。

        隨著自行裝修業務逐步恢復正常,消費者開始轉向浴室改造之類更大更復雜的項目,勞氏也及時跟進措施為專業客戶提供服務。該細分市場銷售額約占四分之一,但增長不如自行裝修強勁。去年勞氏的“專業業務”可比銷售額增長了約20%,而自行裝修業務增長率還要高幾個百分點。去年12月勞氏向華爾街介紹的多年計劃中就提出要努力服務專業人士,巴克萊(Barclays)表示“有望全面實現”。

        對勞氏來說,迎合專業顧客意味著實體店里的很大面積都要重新布置,設立帶有顯著標志的“專業區”。貨架上要擺滿專業顧客經常購買的便攜工具,還有售賣止痛藥、零食和能量飲料等商品的便利貨架。在勞氏1734家美國門店中,95%的門店都已增加相關區域。

        另一個亮點在于勞氏為專業顧客設立了專門的停車位,因為此類客戶通常會買較大的商品,需要更多空間裝車。此外,勞氏還為顧客提供手機充電站和專用結賬區,并添加了擋風玻璃清洗站和免費充氣站。

        “對他們來說時間就是金錢,都希望迅速購買后快速離店,”勞氏負責銷售的執行副總裁比爾·博爾茨告訴《財富》雜志。更重要的是,勞氏重新上架了專業人士喜歡的Lesco園藝肥料等產品,確??纱钆涑商?,供應量可滿足大型項目?!白钪饕墓ぷ骶褪谴_保能向專業顧客供應需要的商品,”博爾茨說。

        “專業”業務本身也需要改進

        勞氏希望能持續2020年熱銷的勢頭,所以解決相關挑戰至關重要。勞氏最大的競爭對手家得寶(Home Depot)45%的收入都來自專業顧客,因此隨著家裝支出轉向更復雜的項目,家得寶的收益將超過勞氏。更重要的是,家得寶最近的重大舉措可能將進一步加強專業市場上的占有率,去年家得寶斥資80億美元重新收購了之前的分公司HD Supply,該公司也是大型工業產品分銷商。

        雖然勞氏首席執行官馬文?埃里森最近對華爾街分析師表示,不需要專業業務比例增長到總銷售額25%以上,但確實希望該部分業務能縮小與競爭對手的業績差距。長期以來,勞氏每平方英尺銷售額和單店利潤方面都遠遠落后家得寶?!疤岣哒w效率至關重要,”2月他對分析師表示。

        埃里森2018年就任首席執行官以來,他帶領勞氏重振了各項業務,包括改進電商、高效布置貨架,增加不用于銷售但與家庭相關的產品類別,例如清潔產品等。

        勞氏加強專業領域服務的背后也是同樣思路。舉個例子,勞氏正在更新LowesForPros電商網站并移至云端,以提供更多商品和其他福利。銷售一線也提升技術支持力度,為專業顧客提供更優質的服務。今年1月,勞氏為門店員工配備了全新的顧客管理工具,能更好地跟蹤購買歷史和當前需求,也更容易推動升級銷售。

        隨著疫情逐漸消退,強勁的股市和樓市讓美國人越發關注自家的房子,也為勞氏提供了夢寐以求的鞏固發展勢頭的機會。

        “我們深知,對于消費者來說房子是最大的投資,人們都想舒舒服服地住在家里,”博爾茨說。舒適就意味著要雇承包商修整,需要大量材料,勞氏的希望則是人們都到自己店里買材料。(財富中文網)

        譯者:馮豐

        審校:夏林

        With the pandemic receding, Americans are poised to embark on bigger, pricier home improvement projects, giving Lowe’s an opening to win more business from an increasingly important part of its clientele: professional customers like contractors and handymen.

        Lowe’s is coming off a record year in 2020, when net sales rose 24.2% to $89.6 billion. Ordinary Americans spent a ton of money on home improvement projects they could handle themselves, like setting up a new office in the house, or repainting a teen’s bedroom so it looks better on a Zoom call.

        But as that part of its business starts to return to normal, and consumers gravitate to larger, more involved projects like bathroom remodels, Lowe’s is taking steps to bolster its professional customer business. It’s a segment that generates roughly one-quarter of sales but one where growth is not as strong as the do-it-yourself portion. Lowe’s “pro” comparable sales grew about 20% last year, while the DIY business grew several percentage points more. A more concerted effort to woo pros was part of a multiyear plan Lowe’s presented to Wall Street in December that Barclays has said “delivers on all fronts.”

        For Lowe’s, catering to pro customers has meant remodeling big sections of its mammoth stores to set up “Pro Zone” areas with prominent signage. These are stocked with the grab-and-go items pros frequently buy and convenience racks with items such as painkillers, snacks, and energy drinks. Lowe’s has added such sections to 95% of its 1,734 U.S. stores.

        Another touch: Lowe’s has set up dedicated parking spots for these customers, who often need to load bigger items into their vehicles. There are also phone-charging stations for these customers and a dedicated checkout area. Lowe’s is adding windshield cleaning stations and free air stations as well.

        “Time is money for them, and they want to get in and out of the store quickly,” Lowe’s executive vice president of merchandising Bill Boltz tells Fortune. What’s more, Lowe’s has brought back brands pros prefer, such as Lesco fertilizer for landscapers, and has focused on making sure these items are in job-lot, or sufficient, quantities and are reliably in store for big projects. “One of the biggest [efforts] is to make sure we have what the pros are looking for,” says Boltz.

        The ‘pro’ business has needed improvement of its own

        Addressing this challenge is of utmost importance to Lowe’s if it wants to maintain the momentum it gained from a blockbuster 2020. Its chief and bigger rival, Home Depot, gets 45% of revenue from pro customers, so stands to gain even more than Lowe’s as home improvement spending shifts to more complex projects. What’s more, Home Depot recently made a big move that could strengthen its hold on the pro market, buying back HD Supply, a former division and a large industrial products distributor, for $8 billion last year.

        While CEO Marvin Ellison recently told Wall Street analysts he doesn’t need the pro business to grow to more than 25% of Lowe’s total sales, he does want that part of the business to improve its financial performance compared with rivals. Lowe’s has long lagged Home Depot in terms of sales per square foot and profit per store in no small part because of that. “It’s going to be critical for us to improve overall productivity,” he told analysts in February.

        Since Ellison became CEO in 2018, Lowe’s has reinvigorated its overall business, with moves such as improved e-commerce, more efficient restocking of shelves, and adding product categories it didn’t use to sell but that are connected to the home such as cleaning products.

        That same ethos is behind Lowe’s push to lift the pro business. For instance, Lowe’s is updating its LowesForPros e-commerce site and moving it to the cloud so it can offer more items, among other benefits. On the sales floor, there have also been tech moves to better serve pros. In January, Lowe’s equipped store workers with new client management tools that help them better keep track of a customer’s history and ongoing projects, and make it easier to upsell.

        As the pandemic recedes, the strong stock and housing markets are keeping Americans focused on their homes, presenting Lowe’s with a dream opportunity to build on its momentum.

        “We know the home is the single biggest investment for consumers, and they want to make sure that they are comfortable in it,” says Boltz. And that means hiring contractors in need of tons of supplies, which they will, the retailer hopes, get at Lowe’s.

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