Séance 4 –
Le processus de décision (2) Evaluation et attitude
Plan de la séance
1- L’évaluation a) La catégorisation des produits b) Les modèles de décision
2- Les attitudes
a) Définition b) Formation
1- L’évaluation
Le processus de décision du consommateur
Reconnaissance du désir
Recherche interne (mémoire)
Recherche d’informations
Recherche externe
Évaluation (attitude)
1- L’évaluation a) La catégorisation des produits (1)
L’évaluation d’un produit se fait par rapport aux connaissances existantes sur les produits similaires
Catégorie de produit Catégorisation
1- L’évaluation a) La catégorisation des produits (2)
Les niveaux de catégorisation
Desserts
Desserts non diététiques
Desserts diététiques
Glaces Tartes
Gâteaux
Fruits Yaourts
Glaces allégées
1- L’évaluation a) La catégorisation des produits (3)
Implications marketing
Positionnement d’un produit Identification des concurrents Identification du produit typique Localisation des produits
1b) Les modèles de décision L’évaluation des possibilités d’achat
Les étapes du processus d’évaluation des possibilités d’achat
Sélection des choix possibles (produits, marques)
Sélection des attributs retenus
Évaluation des performances des choix possibles sur les attributs retenus
Application de la règle de décision
1b) Les modèles de décision La sélection des attributs
Phase d’évaluation Phase de choix
Ensemble des attributs du produit
Attributs connus
Attributs importants
Attributs déterminants
Attributs saillants
« Ce qui a un poids, une conséquence prévisible pour modifier une attitude »
Attributs inconnus
« Ce qui est directement relié au choix » Attribut important et différenciant
« Ce qui est conscient et fortement présent à l’esprit, puis susceptible d’être verbalisé »
1b) Les modèles de décision Sélection des marques prises en compte
« Ensemble des marques ayant une probabilité non nulle d’être achetées »
Ensemble de marques existant pour une classe de produits
Marques connues
Ensemble évoqué
Ensemble en attente
Ensemble rejeté
Marques achetées
Marques inconnues
1b) Les modèles de décision La règle de décision
Les modèles multi-attributs • Trois principaux éléments :
– – –
Les attributs Les croyances Le poids des attributs
• Trois types de modèles :
a) b)
c)
Les modèles compensatoires Les modèles non-compensatoires
Les modèles mixtes
1b) La règle de décision Les modèles compensatoires
Principe : Le consommateur « compense » les mauvais scores sur certains attributs par des bons scores sur d’autres attributs pour arriver à un score global sur chaque marque
Les modèles compensatoires – Exemple d ’application
C’est la Twingo qui sera préférée
Attributs
Importance
Smart
Saxo
Twingo
Prix
5
2
5
5
Solidité
3
2
2
3
Consommation
4
5
2
3
Coloris
2
3
2
3
42
43
52
1b) La règle de décision Les modèles non compensatoires
Principe : Le consommateur est capable de se limiter à certains attributs clés pour établir son jugement
Trois types de modèles non compensatoires - Le modèle conjonctif - Le modèle disjonctif - Le modèle lexicographique
1b) Les modèles non compensatoires Le modèle conjonctif
Principe : Le consommateur se fixe à priori des seuils sur les attributs clés en dessous desquels il ne souhaite pas descendre
Pour qu’une marque soit jugée acceptable il faut qu’elle excède les seuils minimaux requis
Le modèle conjonctif – Exemple d ’application
C’est la Twingo qui sera préférée
Attributs
Seuil minimal
Smart
Saxo
Twingo
Prix
4
2
5
5
Solidité
3
2
2
3
Consommation
3
5
2
3
Coloris
2
3
2
3
1b) Les modèles non compensatoires Le modèle disjonctif
Principe : Le consommateur privilégie certains attributs sans faire attention aux autres
Il cherche à obtenir les meilleurs scores possibles sur ces attributs quels que soient les scores sur les autres
1b) Les modèles non compensatoires Le modèle lexicographique
Les attributs sont classés par ordre d’importance
Les marques sont comparées sur le premier attribut (le plus important)
On retient les marques qui dépassent le seuil minimum sur le premier attribut
1b) La règle de décision Les modèles mixtes
• Complexité de la réalité :
Le consommateur peut mêler processus compensatoires et non compensatoires
• Utilisation d’un modèle non compensatoire : Pour éliminer les marques non acceptables
• Utilisation d’un modèle compensatoire : Pour choisir parmi les marques encore présentes
1b) Les modèles de décision La règle de décision : applications stratégiques
1. Modifier le produit ou la marque 2. Modifier les croyances sur le produit ou la marque 3. Modifier les croyances sur les marques concurrentes 4. Modifier les pondérations des attributs 5. Attirer l’attention sur des attributs non pris en compte
•
2- Les attitudes a) Définition
L’attitude est « une prédisposition à évaluer d’une certaine manière (positive ou négative) un produit ou une marque ».
3 propriétés
• Définition:
– – –
L’attitude est apprise et stable L’attitude est positive ou négative L’attitude est l’un des meilleurs prédicteurs du comportement
2- Les attitudes a) Définition
3 Composantes
• Cognitive – Connaissances, croyances et associations
• Affective – Jugement global et affectif
• Conative – Intentions et comportements
2- Les attitudes a) Définition
Composantes : Implications
Attention au niveau de mesure des attitudes Ex : On peut aimer une marque, avoir des croyances positives, mais ne
pas vouloir l’acheter
Ex : on peut aimer une marque, vouloir l’acheter mais ne pas avoir des croyances positives
Mesurer les trois types d’attitudes
2- Les attitudes a) Définition
Les fonctions des attitudes
• Fonctioninstrumentaleouutilitaire • Fonction d’expression des valeurs • Fonctiondedéfensedel’ego • Fonction d’organisation des connaissances
2- Les attitudes b) Processus de formation des attitudes
Les modèles de hiérarchie des effets
• Modèles de formation des attitudes – Relient les 3 composantes – Se fondent sur l’implication / objet d’attitude
• 3 principales hiérarchies – La hiérarchie de l’apprentissage – La hiérarchie de faible implication – La hiérarchie expérientielle
2b- Les hiérarchies des effets La hiérarchie de l’apprentissage
Sentiments
Croyances
Attitude Fondée sur un traitement de l’information cognitif
Comportement
Achat impliquant
2b- Les hiérarchies des effets La hiérarchie de faible implication
Sentiments
Croyances
Attitude Fondée sur des processus d’apprentissage comportementaux
Comportement
Achat peu impliquant
2b- Les hiérarchies des effets La hiérarchie expérientielle
Croyances
Sentiments
Attitude Fondée sur la consommation hédonique
Comportement
2011年3月27日星期日
2011年3月22日星期二
Crise économique et financière Les initiatives des banques envers leurs clients
Dans un contexte économique plus difficile, les banques restent mobilisées pour accompagner les entreprises et les particuliers.
Les initiatives des banques sur le crédit immobilier
Crédit relais : des clients accompagnés : La profession a pris des engagements dès octobre 2008 pour aider ses clients ayant souscrit un crédit relais à faire face à d’éventuelles difficultés : prise de contact, point de situation, recherche des solutions adaptées (révision des conditions de vente du bien, allongement de la durée initiale du crédit relais sans pénalité...). Une liste des "contacts crédits relais" par banque est disponible depuis mai 2009 et accessible sur fbf.fr, ainsi qu’un mini-guide sur le crédit relais immobilier depuis novembre 2008.
Crédit à taux variables : Les engagements pris par la profession en mai 2008 ont permis de régler au cas par cas les problèmes rencontrés par certains clients. L’offre de crédits à taux variable est mieux sécurisée et plus transparente pour les clients qui souhaitent financer ainsi leur résidence principale : présentation d’une alternative de prêt à taux maîtrisable ou à taux fixe pour toute proposition de prêt à taux variable, suppression des taux d’appel, simulations- types systématiquement remises dès la demande de prêt à taux variable, information renforcée sur le passage à taux fixe, et glossaire commun (disponible depuis avril 2009).
Emprunteurs ayant à faire face à une baisse des revenus liée à une perte d’emploi/chômage partiel : Les réseaux recherchent des solutions au cas par cas pour leur permettre de poursuivre le remboursement des prêts immobiliers pour accession à la propriété : ajustement/report des échéances (pas de pénalité en cas d’accord sur un report d’échéances).
Les initiatives des banques pour le financement des entreprises
En octobre 2008, en contrepartie du plan de soutien au financement de l’économie, les banques s’engagent sur une croissance des encours de crédit de 3 à 4 % en 2009. Depuis, la croissance du PIB a été fortement revue à la baisse, d’où aussi une moindre demande. Les banques répercutent la baisse des taux et recherchent des solutions au cas par cas.
Les banques ont aussi signé à l’automne 2008 une convention avec l’Etat garantissant l’utilisation des fonds du LEP au profit des entreprises. Elles s’engagent à informer sur les encours de crédit, renforcer le dialogue banques / PME, adapter l’activité d’affacturage (elles publient un mini-guide pro en novembre 2008), renforcer le partenariat banques/Oseo, et utiliser les ressources LDD, LEP au profit des entreprises.
Médiation du crédit : les banques sont fortement impliquées. La FBF a d’ailleurs signé fin juillet 2009 un accord de place avec l’Etat et la Banque de France pour inscrire dans la durée ce dispositif de médiation. Les banques ont désigné plus de 500 correspondants dans les réseaux bancaires, nationaux et locaux.
Fonds propres : la FBF signe en avril 2009 la convention sur le financement des besoins en fonds propres des entreprises en médiation.
Exportations : en avril 2009, les dirigeants des banques signent une convention avec l’Etat et s’engagent à proposer des financements à l’exportation pour 7 Md€ en 2009 dans le cadre de refinancement auprès de la SFEF.
Direction de la Communication et des Relations extérieures – www.fbf.fr 05/10/2009
Accompagnement. Les réseaux bancaires appuient les PME et leurs organismes d’accompagnements. Plus de 1000 banquiers se sont investis depuis octobre 2008 au sein des Comités FBF et font régulièrement le point sur la situation de chaque département avec les Préfets, les TPG et les directeurs de la Banque de France.
Dialogue. Pour renforcer le dialogue et la proximité envers leurs entreprises, les dirigeants des principales banques françaises se rendent à tour de rôle dans différentes régions françaises pour rencontrer des patrons de PME de tous les secteurs d’activité. Au cours de ces rencontres organisées par les comités FBF dans les régions, chacun des dirigeants écoutera et répondra sur les thèmes qui intéressent les PME (accès au crédit, gestion de trésorerie, haut de bilan, création, transmission, financement de l’innovation ou de l’export etc.
Les chiffres clés
Crédit relais : Les dossiers de clients en difficulté sont peu nombreux : quelques centaines par grand réseau (mars 09).
L’offre à taux variables représente en 2008 moins de 2% de la production de crédits immobiliers (Observatoire Crédit Logement)
La médiation du crédit aux entreprises a permis de trouver des solutions dans 2 cas sur 3. Sur 10 mois, plus de 7 100 entreprises ont été confortées dans leur activité. Plus de 148 000 emplois ont ainsi été préservés en France (rapport du médiateur, 13 septembre 2009)
L’encours des crédits des établissements de crédit français au secteur non financier a augmenté de + 2,3 % à fin août 2009 sur un an (1 727,5 milliards d’euros) (Banque de France)
Selon la Cour des Comptes, le plan français de soutien au financement de l’économie devrait rapporter à l’Etat 1,28 mds € pour fin 2009 en contrepartie des prêts consentis par la SFEF. Au total, avec la rémunération des titres et des actions de préférence émis dans le cadre de la SPPE, les recettes pour le budget de l’Etat pourraient atteindre 2 milliards d’euros.
Les dates clés
27 juillet 2009 : la FBF signe avec le Ministre de l’Economie, le Médiateur du crédit aux entreprises et la Banque de France un accord de place qui inscrit la Médiation du Crédit dans la durée, jusqu’à fin 2010.
15 avril 2009 : Les dirigeants des banques signent une convention avec l’Etat et s’engagent à proposer des financements à l’exportation pour 7 Md€ en 2009 dans le cadre de refinancement auprès de la SFEF.
6 avril 2009 : La FBF signe la convention sur le financement des besoins en fonds propres des entreprises en médiation pour soutenir l'activité économique.
3 mars 2009 : Les banques s’engagent à mettre en place des « contacts crédit relais » dans chacun de leur réseau pour compléter le dispositif d’octobre 2008.
18 février 2009 : Accession à la propriété : les banques se mobilisent pour accompagner leurs clients mis en difficulté par une baisse des revenus liée au chômage et chômage partiel.
21 octobre 2008 : • Les établissements de crédit s’engagent à renforcer l’information et à accompagner leurs
clients rencontrant des difficultés pour dénouer une opération de crédit relais immobilier. Direction de la Communication et des Relations extérieures – www.fbf.fr 05/10/2009
• Les banques signent une convention avec l’Etat garantissant l’utilisation des fonds du LEP au profit des entreprises.
13 octobre 2008 : en contrepartie du plan de soutien au financement de l’économie, les banques s’engagent sur une croissance des encours de crédit de 3 à 4 % en 2009.
22 mai 2008 : Taux variables et accession à la propriété : les professionnels du crédit prennent des engagements pour renforcer l’information et la confiance.
Dans un contexte économique plus difficile, les banques restent mobilisées pour accompagner les entreprises et les particuliers.
Les initiatives des banques sur le crédit immobilier
Crédit relais : des clients accompagnés : La profession a pris des engagements dès octobre 2008 pour aider ses clients ayant souscrit un crédit relais à faire face à d’éventuelles difficultés : prise de contact, point de situation, recherche des solutions adaptées (révision des conditions de vente du bien, allongement de la durée initiale du crédit relais sans pénalité...). Une liste des "contacts crédits relais" par banque est disponible depuis mai 2009 et accessible sur fbf.fr, ainsi qu’un mini-guide sur le crédit relais immobilier depuis novembre 2008.
Crédit à taux variables : Les engagements pris par la profession en mai 2008 ont permis de régler au cas par cas les problèmes rencontrés par certains clients. L’offre de crédits à taux variable est mieux sécurisée et plus transparente pour les clients qui souhaitent financer ainsi leur résidence principale : présentation d’une alternative de prêt à taux maîtrisable ou à taux fixe pour toute proposition de prêt à taux variable, suppression des taux d’appel, simulations- types systématiquement remises dès la demande de prêt à taux variable, information renforcée sur le passage à taux fixe, et glossaire commun (disponible depuis avril 2009).
Emprunteurs ayant à faire face à une baisse des revenus liée à une perte d’emploi/chômage partiel : Les réseaux recherchent des solutions au cas par cas pour leur permettre de poursuivre le remboursement des prêts immobiliers pour accession à la propriété : ajustement/report des échéances (pas de pénalité en cas d’accord sur un report d’échéances).
Les initiatives des banques pour le financement des entreprises
En octobre 2008, en contrepartie du plan de soutien au financement de l’économie, les banques s’engagent sur une croissance des encours de crédit de 3 à 4 % en 2009. Depuis, la croissance du PIB a été fortement revue à la baisse, d’où aussi une moindre demande. Les banques répercutent la baisse des taux et recherchent des solutions au cas par cas.
Les banques ont aussi signé à l’automne 2008 une convention avec l’Etat garantissant l’utilisation des fonds du LEP au profit des entreprises. Elles s’engagent à informer sur les encours de crédit, renforcer le dialogue banques / PME, adapter l’activité d’affacturage (elles publient un mini-guide pro en novembre 2008), renforcer le partenariat banques/Oseo, et utiliser les ressources LDD, LEP au profit des entreprises.
Médiation du crédit : les banques sont fortement impliquées. La FBF a d’ailleurs signé fin juillet 2009 un accord de place avec l’Etat et la Banque de France pour inscrire dans la durée ce dispositif de médiation. Les banques ont désigné plus de 500 correspondants dans les réseaux bancaires, nationaux et locaux.
Fonds propres : la FBF signe en avril 2009 la convention sur le financement des besoins en fonds propres des entreprises en médiation.
Exportations : en avril 2009, les dirigeants des banques signent une convention avec l’Etat et s’engagent à proposer des financements à l’exportation pour 7 Md€ en 2009 dans le cadre de refinancement auprès de la SFEF.
Direction de la Communication et des Relations extérieures – www.fbf.fr 05/10/2009
Accompagnement. Les réseaux bancaires appuient les PME et leurs organismes d’accompagnements. Plus de 1000 banquiers se sont investis depuis octobre 2008 au sein des Comités FBF et font régulièrement le point sur la situation de chaque département avec les Préfets, les TPG et les directeurs de la Banque de France.
Dialogue. Pour renforcer le dialogue et la proximité envers leurs entreprises, les dirigeants des principales banques françaises se rendent à tour de rôle dans différentes régions françaises pour rencontrer des patrons de PME de tous les secteurs d’activité. Au cours de ces rencontres organisées par les comités FBF dans les régions, chacun des dirigeants écoutera et répondra sur les thèmes qui intéressent les PME (accès au crédit, gestion de trésorerie, haut de bilan, création, transmission, financement de l’innovation ou de l’export etc.
Les chiffres clés
Crédit relais : Les dossiers de clients en difficulté sont peu nombreux : quelques centaines par grand réseau (mars 09).
L’offre à taux variables représente en 2008 moins de 2% de la production de crédits immobiliers (Observatoire Crédit Logement)
La médiation du crédit aux entreprises a permis de trouver des solutions dans 2 cas sur 3. Sur 10 mois, plus de 7 100 entreprises ont été confortées dans leur activité. Plus de 148 000 emplois ont ainsi été préservés en France (rapport du médiateur, 13 septembre 2009)
L’encours des crédits des établissements de crédit français au secteur non financier a augmenté de + 2,3 % à fin août 2009 sur un an (1 727,5 milliards d’euros) (Banque de France)
Selon la Cour des Comptes, le plan français de soutien au financement de l’économie devrait rapporter à l’Etat 1,28 mds € pour fin 2009 en contrepartie des prêts consentis par la SFEF. Au total, avec la rémunération des titres et des actions de préférence émis dans le cadre de la SPPE, les recettes pour le budget de l’Etat pourraient atteindre 2 milliards d’euros.
Les dates clés
27 juillet 2009 : la FBF signe avec le Ministre de l’Economie, le Médiateur du crédit aux entreprises et la Banque de France un accord de place qui inscrit la Médiation du Crédit dans la durée, jusqu’à fin 2010.
15 avril 2009 : Les dirigeants des banques signent une convention avec l’Etat et s’engagent à proposer des financements à l’exportation pour 7 Md€ en 2009 dans le cadre de refinancement auprès de la SFEF.
6 avril 2009 : La FBF signe la convention sur le financement des besoins en fonds propres des entreprises en médiation pour soutenir l'activité économique.
3 mars 2009 : Les banques s’engagent à mettre en place des « contacts crédit relais » dans chacun de leur réseau pour compléter le dispositif d’octobre 2008.
18 février 2009 : Accession à la propriété : les banques se mobilisent pour accompagner leurs clients mis en difficulté par une baisse des revenus liée au chômage et chômage partiel.
21 octobre 2008 : • Les établissements de crédit s’engagent à renforcer l’information et à accompagner leurs
clients rencontrant des difficultés pour dénouer une opération de crédit relais immobilier. Direction de la Communication et des Relations extérieures – www.fbf.fr 05/10/2009
• Les banques signent une convention avec l’Etat garantissant l’utilisation des fonds du LEP au profit des entreprises.
13 octobre 2008 : en contrepartie du plan de soutien au financement de l’économie, les banques s’engagent sur une croissance des encours de crédit de 3 à 4 % en 2009.
22 mai 2008 : Taux variables et accession à la propriété : les professionnels du crédit prennent des engagements pour renforcer l’information et la confiance.
Crise économique et financière Les initiatives des banques envers leurs clients
Dans un contexte économique plus difficile, les banques restent mobilisées pour accompagner les entreprises et les particuliers.
Les initiatives des banques sur le crédit immobilier
Crédit relais : des clients accompagnés : La profession a pris des engagements dès octobre 2008 pour aider ses clients ayant souscrit un crédit relais à faire face à d’éventuelles difficultés : prise de contact, point de situation, recherche des solutions adaptées (révision des conditions de vente du bien, allongement de la durée initiale du crédit relais sans pénalité...). Une liste des "contacts crédits relais" par banque est disponible depuis mai 2009 et accessible sur fbf.fr, ainsi qu’un mini-guide sur le crédit relais immobilier depuis novembre 2008.
Crédit à taux variables : Les engagements pris par la profession en mai 2008 ont permis de régler au cas par cas les problèmes rencontrés par certains clients. L’offre de crédits à taux variable est mieux sécurisée et plus transparente pour les clients qui souhaitent financer ainsi leur résidence principale : présentation d’une alternative de prêt à taux maîtrisable ou à taux fixe pour toute proposition de prêt à taux variable, suppression des taux d’appel, simulations- types systématiquement remises dès la demande de prêt à taux variable, information renforcée sur le passage à taux fixe, et glossaire commun (disponible depuis avril 2009).
Emprunteurs ayant à faire face à une baisse des revenus liée à une perte d’emploi/chômage partiel : Les réseaux recherchent des solutions au cas par cas pour leur permettre de poursuivre le remboursement des prêts immobiliers pour accession à la propriété : ajustement/report des échéances (pas de pénalité en cas d’accord sur un report d’échéances).
Les initiatives des banques pour le financement des entreprises
En octobre 2008, en contrepartie du plan de soutien au financement de l’économie, les banques s’engagent sur une croissance des encours de crédit de 3 à 4 % en 2009. Depuis, la croissance du PIB a été fortement revue à la baisse, d’où aussi une moindre demande. Les banques répercutent la baisse des taux et recherchent des solutions au cas par cas.
Les banques ont aussi signé à l’automne 2008 une convention avec l’Etat garantissant l’utilisation des fonds du LEP au profit des entreprises. Elles s’engagent à informer sur les encours de crédit, renforcer le dialogue banques / PME, adapter l’activité d’affacturage (elles publient un mini-guide pro en novembre 2008), renforcer le partenariat banques/Oseo, et utiliser les ressources LDD, LEP au profit des entreprises.
Médiation du crédit : les banques sont fortement impliquées. La FBF a d’ailleurs signé fin juillet 2009 un accord de place avec l’Etat et la Banque de France pour inscrire dans la durée ce dispositif de médiation. Les banques ont désigné plus de 500 correspondants dans les réseaux bancaires, nationaux et locaux.
Fonds propres : la FBF signe en avril 2009 la convention sur le financement des besoins en fonds propres des entreprises en médiation.
Exportations : en avril 2009, les dirigeants des banques signent une convention avec l’Etat et s’engagent à proposer des financements à l’exportation pour 7 Md€ en 2009 dans le cadre de refinancement auprès de la SFEF.
Direction de la Communication et des Relations extérieures – www.fbf.fr 05/10/2009
Accompagnement. Les réseaux bancaires appuient les PME et leurs organismes d’accompagnements. Plus de 1000 banquiers se sont investis depuis octobre 2008 au sein des Comités FBF et font régulièrement le point sur la situation de chaque département avec les Préfets, les TPG et les directeurs de la Banque de France.
Dialogue. Pour renforcer le dialogue et la proximité envers leurs entreprises, les dirigeants des principales banques françaises se rendent à tour de rôle dans différentes régions françaises pour rencontrer des patrons de PME de tous les secteurs d’activité. Au cours de ces rencontres organisées par les comités FBF dans les régions, chacun des dirigeants écoutera et répondra sur les thèmes qui intéressent les PME (accès au crédit, gestion de trésorerie, haut de bilan, création, transmission, financement de l’innovation ou de l’export etc.
Les chiffres clés
Crédit relais : Les dossiers de clients en difficulté sont peu nombreux : quelques centaines par grand réseau (mars 09).
L’offre à taux variables représente en 2008 moins de 2% de la production de crédits immobiliers (Observatoire Crédit Logement)
La médiation du crédit aux entreprises a permis de trouver des solutions dans 2 cas sur 3. Sur 10 mois, plus de 7 100 entreprises ont été confortées dans leur activité. Plus de 148 000 emplois ont ainsi été préservés en France (rapport du médiateur, 13 septembre 2009)
L’encours des crédits des établissements de crédit français au secteur non financier a augmenté de + 2,3 % à fin août 2009 sur un an (1 727,5 milliards d’euros) (Banque de France)
Selon la Cour des Comptes, le plan français de soutien au financement de l’économie devrait rapporter à l’Etat 1,28 mds € pour fin 2009 en contrepartie des prêts consentis par la SFEF. Au total, avec la rémunération des titres et des actions de préférence émis dans le cadre de la SPPE, les recettes pour le budget de l’Etat pourraient atteindre 2 milliards d’euros.
Les dates clés
27 juillet 2009 : la FBF signe avec le Ministre de l’Economie, le Médiateur du crédit aux entreprises et la Banque de France un accord de place qui inscrit la Médiation du Crédit dans la durée, jusqu’à fin 2010.
15 avril 2009 : Les dirigeants des banques signent une convention avec l’Etat et s’engagent à proposer des financements à l’exportation pour 7 Md€ en 2009 dans le cadre de refinancement auprès de la SFEF.
6 avril 2009 : La FBF signe la convention sur le financement des besoins en fonds propres des entreprises en médiation pour soutenir l'activité économique.
3 mars 2009 : Les banques s’engagent à mettre en place des « contacts crédit relais » dans chacun de leur réseau pour compléter le dispositif d’octobre 2008.
18 février 2009 : Accession à la propriété : les banques se mobilisent pour accompagner leurs clients mis en difficulté par une baisse des revenus liée au chômage et chômage partiel.
21 octobre 2008 : • Les établissements de crédit s’engagent à renforcer l’information et à accompagner leurs
clients rencontrant des difficultés pour dénouer une opération de crédit relais immobilier. Direction de la Communication et des Relations extérieures – www.fbf.fr 05/10/2009
• Les banques signent une convention avec l’Etat garantissant l’utilisation des fonds du LEP au profit des entreprises.
13 octobre 2008 : en contrepartie du plan de soutien au financement de l’économie, les banques s’engagent sur une croissance des encours de crédit de 3 à 4 % en 2009.
22 mai 2008 : Taux variables et accession à la propriété : les professionnels du crédit prennent des engagements pour renforcer l’information et la confiance.
Dans un contexte économique plus difficile, les banques restent mobilisées pour accompagner les entreprises et les particuliers.
Les initiatives des banques sur le crédit immobilier
Crédit relais : des clients accompagnés : La profession a pris des engagements dès octobre 2008 pour aider ses clients ayant souscrit un crédit relais à faire face à d’éventuelles difficultés : prise de contact, point de situation, recherche des solutions adaptées (révision des conditions de vente du bien, allongement de la durée initiale du crédit relais sans pénalité...). Une liste des "contacts crédits relais" par banque est disponible depuis mai 2009 et accessible sur fbf.fr, ainsi qu’un mini-guide sur le crédit relais immobilier depuis novembre 2008.
Crédit à taux variables : Les engagements pris par la profession en mai 2008 ont permis de régler au cas par cas les problèmes rencontrés par certains clients. L’offre de crédits à taux variable est mieux sécurisée et plus transparente pour les clients qui souhaitent financer ainsi leur résidence principale : présentation d’une alternative de prêt à taux maîtrisable ou à taux fixe pour toute proposition de prêt à taux variable, suppression des taux d’appel, simulations- types systématiquement remises dès la demande de prêt à taux variable, information renforcée sur le passage à taux fixe, et glossaire commun (disponible depuis avril 2009).
Emprunteurs ayant à faire face à une baisse des revenus liée à une perte d’emploi/chômage partiel : Les réseaux recherchent des solutions au cas par cas pour leur permettre de poursuivre le remboursement des prêts immobiliers pour accession à la propriété : ajustement/report des échéances (pas de pénalité en cas d’accord sur un report d’échéances).
Les initiatives des banques pour le financement des entreprises
En octobre 2008, en contrepartie du plan de soutien au financement de l’économie, les banques s’engagent sur une croissance des encours de crédit de 3 à 4 % en 2009. Depuis, la croissance du PIB a été fortement revue à la baisse, d’où aussi une moindre demande. Les banques répercutent la baisse des taux et recherchent des solutions au cas par cas.
Les banques ont aussi signé à l’automne 2008 une convention avec l’Etat garantissant l’utilisation des fonds du LEP au profit des entreprises. Elles s’engagent à informer sur les encours de crédit, renforcer le dialogue banques / PME, adapter l’activité d’affacturage (elles publient un mini-guide pro en novembre 2008), renforcer le partenariat banques/Oseo, et utiliser les ressources LDD, LEP au profit des entreprises.
Médiation du crédit : les banques sont fortement impliquées. La FBF a d’ailleurs signé fin juillet 2009 un accord de place avec l’Etat et la Banque de France pour inscrire dans la durée ce dispositif de médiation. Les banques ont désigné plus de 500 correspondants dans les réseaux bancaires, nationaux et locaux.
Fonds propres : la FBF signe en avril 2009 la convention sur le financement des besoins en fonds propres des entreprises en médiation.
Exportations : en avril 2009, les dirigeants des banques signent une convention avec l’Etat et s’engagent à proposer des financements à l’exportation pour 7 Md€ en 2009 dans le cadre de refinancement auprès de la SFEF.
Direction de la Communication et des Relations extérieures – www.fbf.fr 05/10/2009
Accompagnement. Les réseaux bancaires appuient les PME et leurs organismes d’accompagnements. Plus de 1000 banquiers se sont investis depuis octobre 2008 au sein des Comités FBF et font régulièrement le point sur la situation de chaque département avec les Préfets, les TPG et les directeurs de la Banque de France.
Dialogue. Pour renforcer le dialogue et la proximité envers leurs entreprises, les dirigeants des principales banques françaises se rendent à tour de rôle dans différentes régions françaises pour rencontrer des patrons de PME de tous les secteurs d’activité. Au cours de ces rencontres organisées par les comités FBF dans les régions, chacun des dirigeants écoutera et répondra sur les thèmes qui intéressent les PME (accès au crédit, gestion de trésorerie, haut de bilan, création, transmission, financement de l’innovation ou de l’export etc.
Les chiffres clés
Crédit relais : Les dossiers de clients en difficulté sont peu nombreux : quelques centaines par grand réseau (mars 09).
L’offre à taux variables représente en 2008 moins de 2% de la production de crédits immobiliers (Observatoire Crédit Logement)
La médiation du crédit aux entreprises a permis de trouver des solutions dans 2 cas sur 3. Sur 10 mois, plus de 7 100 entreprises ont été confortées dans leur activité. Plus de 148 000 emplois ont ainsi été préservés en France (rapport du médiateur, 13 septembre 2009)
L’encours des crédits des établissements de crédit français au secteur non financier a augmenté de + 2,3 % à fin août 2009 sur un an (1 727,5 milliards d’euros) (Banque de France)
Selon la Cour des Comptes, le plan français de soutien au financement de l’économie devrait rapporter à l’Etat 1,28 mds € pour fin 2009 en contrepartie des prêts consentis par la SFEF. Au total, avec la rémunération des titres et des actions de préférence émis dans le cadre de la SPPE, les recettes pour le budget de l’Etat pourraient atteindre 2 milliards d’euros.
Les dates clés
27 juillet 2009 : la FBF signe avec le Ministre de l’Economie, le Médiateur du crédit aux entreprises et la Banque de France un accord de place qui inscrit la Médiation du Crédit dans la durée, jusqu’à fin 2010.
15 avril 2009 : Les dirigeants des banques signent une convention avec l’Etat et s’engagent à proposer des financements à l’exportation pour 7 Md€ en 2009 dans le cadre de refinancement auprès de la SFEF.
6 avril 2009 : La FBF signe la convention sur le financement des besoins en fonds propres des entreprises en médiation pour soutenir l'activité économique.
3 mars 2009 : Les banques s’engagent à mettre en place des « contacts crédit relais » dans chacun de leur réseau pour compléter le dispositif d’octobre 2008.
18 février 2009 : Accession à la propriété : les banques se mobilisent pour accompagner leurs clients mis en difficulté par une baisse des revenus liée au chômage et chômage partiel.
21 octobre 2008 : • Les établissements de crédit s’engagent à renforcer l’information et à accompagner leurs
clients rencontrant des difficultés pour dénouer une opération de crédit relais immobilier. Direction de la Communication et des Relations extérieures – www.fbf.fr 05/10/2009
• Les banques signent une convention avec l’Etat garantissant l’utilisation des fonds du LEP au profit des entreprises.
13 octobre 2008 : en contrepartie du plan de soutien au financement de l’économie, les banques s’engagent sur une croissance des encours de crédit de 3 à 4 % en 2009.
22 mai 2008 : Taux variables et accession à la propriété : les professionnels du crédit prennent des engagements pour renforcer l’information et la confiance.
2011年3月6日星期日
club med
The Club Med’s Global Strategy: Can the Club Med’s Holidaymaking Concept Work in Asia?
Magellan Marketing Approach: Any Marketing approach is based on the so-called four “Ps”: Product (the quality of what you want to sell on the market), Price (profitability for the customer), Place (channels of distribution: the small shop around the corner, supermarkets, outlets, etc. ) and Promotion (advertising campaigns, etc.). The Magellan Marketing Approach, named after a famous European navigator and explorer, is targeting the average consumer market, rather than the upscale market.
Upscale Strategy: An upscale Marketing Strategy is based on the segment of the market that can buy higher quality products or services at a higher price.
Institutional Investors: They are government-controlled organizations (for instance, institutions such as banks, insurance companies, etc. owned by government) that invest money in large blocks of shares at a preferential treatment, including lower commissions. They face fewer protective regulations because it is assumed that they are more knowledgeable about the markets the risks, therefore better able to protect themselves, the more so because they are backed by the government.
Fosun Properties: It is a limited investors’ company that went public on the Hong Kong stock exchange in 2007. It is one of the largest Chinese private companies. Its scope of business covers pharmaceutical and property development (real estate projects and new medical products created in research institutes and laboratories).
Segmentation of the Offer: The segmentation of the offer consists for a firm in dividing the market into segments corresponding to the needs and the financial means of the potential customers.
Segmentation of the Product: The segmentation of the product consists for a firm in categorizing the services or the product so as to meet better the customers’ requirements. For instance, in the Club Med’s strategy, single customers (upscale or average) do not have the same needs than those with their families.
Domestic Market (Chinese Domestic Market): A domestic market reaches customers inside a country, as opposed to the international market, which covers markets outside the country. Analyzing the Chinese holidaymaking domestic market, one needs to find out the number of potential customers who can afford to pay for vacations inside China. That implies knowing the income brackets, and spending power of the segment of would-be vacationers on the Chinese domestic market. Perhaps you select the top income and top spending urban population of three of the most well-off provinces in China (Shanghai, Beijing, Zhejiang, Jiangsu provinces).
Out-of-China Market: It is the international market, which involves currency matters, the appeal of the foreign offer to potential customers.
Potential Population Segment Targeted by the Club Med’s Concept: To determine the potential population segment targeted by the Club Med’s holidaymaking concept we need to assess some cultural factors. Is the G.O. idea appealing? Are activities for teenagers likely to seduce their parents? Is the family holidaymaking offer attractive to the Chinese? Are singles likely to be attracted by top notch services allowing them to make new acquaintances at the same time? Is having collective fun an appealing concept in Chinese culture?
Magellan Marketing Approach: Any Marketing approach is based on the so-called four “Ps”: Product (the quality of what you want to sell on the market), Price (profitability for the customer), Place (channels of distribution: the small shop around the corner, supermarkets, outlets, etc. ) and Promotion (advertising campaigns, etc.). The Magellan Marketing Approach, named after a famous European navigator and explorer, is targeting the average consumer market, rather than the upscale market.
Upscale Strategy: An upscale Marketing Strategy is based on the segment of the market that can buy higher quality products or services at a higher price.
Institutional Investors: They are government-controlled organizations (for instance, institutions such as banks, insurance companies, etc. owned by government) that invest money in large blocks of shares at a preferential treatment, including lower commissions. They face fewer protective regulations because it is assumed that they are more knowledgeable about the markets the risks, therefore better able to protect themselves, the more so because they are backed by the government.
Fosun Properties: It is a limited investors’ company that went public on the Hong Kong stock exchange in 2007. It is one of the largest Chinese private companies. Its scope of business covers pharmaceutical and property development (real estate projects and new medical products created in research institutes and laboratories).
Segmentation of the Offer: The segmentation of the offer consists for a firm in dividing the market into segments corresponding to the needs and the financial means of the potential customers.
Segmentation of the Product: The segmentation of the product consists for a firm in categorizing the services or the product so as to meet better the customers’ requirements. For instance, in the Club Med’s strategy, single customers (upscale or average) do not have the same needs than those with their families.
Domestic Market (Chinese Domestic Market): A domestic market reaches customers inside a country, as opposed to the international market, which covers markets outside the country. Analyzing the Chinese holidaymaking domestic market, one needs to find out the number of potential customers who can afford to pay for vacations inside China. That implies knowing the income brackets, and spending power of the segment of would-be vacationers on the Chinese domestic market. Perhaps you select the top income and top spending urban population of three of the most well-off provinces in China (Shanghai, Beijing, Zhejiang, Jiangsu provinces).
Out-of-China Market: It is the international market, which involves currency matters, the appeal of the foreign offer to potential customers.
Potential Population Segment Targeted by the Club Med’s Concept: To determine the potential population segment targeted by the Club Med’s holidaymaking concept we need to assess some cultural factors. Is the G.O. idea appealing? Are activities for teenagers likely to seduce their parents? Is the family holidaymaking offer attractive to the Chinese? Are singles likely to be attracted by top notch services allowing them to make new acquaintances at the same time? Is having collective fun an appealing concept in Chinese culture?
kfc
Prologue
On November 12, 1987, KFC opened its first restaurant in China a short walking distance from Tiananmen Square. Nearly nine years later, in June 1996, KFC opened its 100th restaurant in China, also in Beijing. In the subsequent nine years between 1996 and 2005, KFC opened 1,400 more restaurants throughout China, fourteen times the number in the previous nine years.
How did KFC China do it? What are the key factors behind its success?
KFC, Pizza Hut, Taco Bell, Long John Silver’s, and A&W are all brands under the umbrella of YUM! Brands, Inc., which was spun off from PepsiCo, Inc., in 1997. At the end of 1986, China was not even in KFC’s map. By the end of 2005, less than 20 years later, China accounted for 16 percent of YUM! Brands, Inc.’s worldwide corporate earnings and 14 percent of worldwide revenue. In the next few decades these ratios are expected to grow steadily.
At the end of 2005, China’s restaurant service industry generated total revenue of RMB880 billion. KFC accounted for 1 percent of the industry total, making it the single largest chain restaurant enterprise in China.
Elsewhere around the world KFC lags behind McDonald’s in brand equity, market share, and consumer preference. Not in China. Take size, for instance, McDonald’s had over 30,000 restaurants around the world at the end of 2005, outnumbering KFC by more than two to one.
The successful execution of KFC China’s business strategy has since been rewarded with an unlikely industry leadership position in growth, profitability, market share, and brand recognition in one of the world’s fastest growing economies.
KFC- A pioneer in China
From one to one thousand
In the history of KFC, China has the best record of restaurant growth outside its home market of America. No other restaurant company, Chinese or foreign, has achieved such remarkable growth in China to date.
Today KFC is the largest restaurant chain in China, foreign or local, in terms of revenues, profits, and number of outlets. This statement takes into account all restaurant types, not just quick service (QSR), or "fast food", restaurants. What makes this achievement even more amazing is that this leadership position has been achieved, of all the markets around the world, in the People’s Republic of China-with a long history of culinary art known for its flavor, variety, and popularity.
At the end of 2005, nearly 1,500 KFC restaurants could be found in over 350 cities in every province and special administrative region of China except Tibet, outnumbering its archrival, McDonald’s, by a margin of two to one. On average, during 2005 each of these 1,500 restaurants generated US$1 million in revenue and a profit margin of approximately 20 percent.
These impressive numbers came during a challenging year that began with the Sudan I red-dye incident, which resulted in a public backlash following media reports that some KFC products contained a harmful ingredient, Sudan I red dye, and ended with public concerns across the country over avian flu, a bird flu virus that caused dozen of reported deaths in Asia, most of which were blamed on direct and indirect contact with infected poultry. As a result, both average revenue and profit margin per restaurant suffered a decline of up to 20 percent to the previous year.
In many ways, the timing of KFC’s first restaurant opening in China in 1987 was perfect. It was nine years after the official launch of China’s economic reforms, five years ahead of Deng’s historic journey to southern China, and three years ahead of McDonald’s entry. China had recently been reopened to the West after decades of hiding behind its self-imposed "bamboo curtain". China’s citizens, after being cut off from much of the world for decades, now looked to the West-and anything with a Western flavor-with a mixture of curiosity, anxiety, and anticipation.
Along with fried chicken, there were many other reasons why eager customers queued up outside the door during the first few weeks after the grand opening. Customers were attracted to KFC’s Chinese brand name; its American roots; its likeable, grayish, beard-bearing brand spokesperson- Colonel Sanders; the unique restaurant décor; the new way of ordering food; the bright red and blue colors of the brand logo; the American music broadcasted inside the restaurant; and, as an added bonus, a very clean toilet!
From the beginning, eating out at KFC was an expensive but curious, exciting, unique, and brand-new experience never before encountered by a Chinese customer. Although the food was prepared fast, the dining experience itself marked an occasion, a very special event that required savoring with a measured pace. From the beginning, KFC was never a "fast food" experience for the average Chinese consumer. Instead, it was more of a sit-down dining experience. Moreover, dining at a KFC restaurant was like taking a brief tour of America, with all its connotations: political, cultural, time; and space- real or imaginary.
As of early 2008, of four of its brands that have entered China, KFC and Pizza Hut have performed very well, while A &W and Taco Bel! Have not. Many companies have leapt into China with high hopes, only to beat a quiet retreat later on. Why?
In addition to a variety of uncertainties that normally surround entry into a new country market, one factor that makes entry into China an even more difficult challenge is the complexity of China’s population, geography, history, and recent economic development. China is not only the world’s most populous nation, it also possesses a massive land area- roughly the size of the U.S. To complicate matters further, China’s population density, economic development, and wealth distribution vary greatly from east to west and from south to north.
China’s population density is highly uneven. If one drew a straight line between the northernmost point in Heilongjiang Province and the westernmost point of Yunnan Province, approximately 80 percent of China’s total population and 40 percent of the total landmass would be found on the eastern side of this artificial dividing line. In other words, 20 percent of China’s population lives on 60 percent of China’s land west of this artificial line.
Officially, West is defined to include twelve provinces and equivalent administrative units including Chongqing, Sichuan, Yunnan, Guizhou, Shaanxi, Gansu, Qinghai, Ningxia, Xinjiang, Guangxi, Inner Mongolia, and Tibet. Together, they account for 71 percent of China’s total landmass, and 29 percent of the total population.
While vast areas in western China are sparsely populated, China’s eastern seacoast is among the world’s most densely populated. Up until the turn of the last century , economic development and wealth accumulation were largely confined to China’s eastern seacoast, especially in southeastern China, where 20 percent of the country’s population generated half of the nation’s GDP and three-quarters of its total exports at one point in time.
Aside from population density, economic contrasts between China’s eastern and western regions are staggering. Per capita gross domestic product (GDP) in the West is 58 percent of the national average, far below that of the East. For example, the per capita GDP of Chongqing, the most populous city in the West and the nation’s capital during the Japanese invasion of China from the late 1930s through the mid 1940s, is merely one-fifth that of Shanghai. Both belong to an elite group of only four cities (known as municipalities) in China that report directly to the central government (the other two are Beijing and Tianjin).
While the skylines of Shenzhen, Shanghai, and Beijing have long symbolized China’s economic transformation, many of the second tier cities around the country such as Shenyang, Qingdao and Xian had already begun the process of face-lifting by the turn of the century. More recently, even third are fourth-tier cities –some such as Urumqi and Lhasa, which are located in western China-have begun major face-lifting transformations. The magnitude, pervasiveness, and speed of these transformations can be mind-boggling.
Shopping Chinese Style
In parallel to massive infrastructure projects undertaken by the Chinese government to build new cities, roads, airports; or, for that matter, the world’s fastest commercial rapid- transit system- the magnetic levitation (Maglev) train in Shanghai, with a top speed of 430 kilometers, or 270 miles per hour-Chinese consumers have made significant changes to their spending and lifestyle patterns since the beginning of China’s economic reforms.
In 1992, China’s State Council, the country’s highest administrative authority, decided to allow foreign investment in the retail industry. Changes began to take place almost overnight. By the end of 2004, when China was required to fully open its retail sector to foreign investors under the terms of its accession to the World Trade Organization (WTO), China had given the green light to 314 foreign retailers and wholesalers. Bringing a whole new approach to the Chinese retail market, these newcomers from abroad had opened 4,000 retail stores of varying type and size, occupying a total of 9.2 million square meters, in the top few dozen cities in China.
Foreign investment in the retail industry accelerated in 2005. In a single year, China approved another 1,000 foreign retailers and wholesalers, allowing them to open 1,160 stores with an operational area of 4.7 million square meters. Of these new foreign stores, specialized stores representing well-known, high-end brands such as Armani, Hugo Boss, Gucci, and Zegna accounted for 57.2 percent. Hypermarkets made up 22,5 percent, and department stores accounted for 13.1 percent.
Today millions of Chinese consumers flock to foreign retail stores such as B&Q from the U.K., Carrefour from France, Isetan and Jusco from Japan, Lotus from Thailand, Metro from Germany, Parkson from Malaysia, and Wal-Mart from the U.S. on any given day in a growing number of Chinese cities. Relying on their superior knowledge of the local market, local players like Lianhua and NongGongShang are also fighting for a piece of the action with improved quality of service, upgraded techniques, spurred on by their formidable competitors from overseas and rising consumer expectations.
Compared to the late 1980s, the typical shopping experience for the average urban Chinese consumer has undergone a seismic revolution. In many ways, shoppers in the largest Chinese cities have more choice of international brands today than their counter-parts in New York, Paris, or Tokyo. Moreover, while it took decades or even longer for developed economies to evolve their retail distribution channels from mom-and-pop corner shops to department stores, supermarkets, hypermarkets, specialty shops, and convenience stores, the same process of retail evolution took in place in China in less than 15 years. Similar fast-paced, often generation-skipping, industry transformations have taken place across the Chinese economy in telecommunications, transportation, electronics, and manufacturing industries. More recently, similar changes have taken place in service industries such as banking, insurances, and even government services. The net effect of these developments across multiple economic sectors in the co-existence of old and new generations of technologies, products, and channels of distribution in almost every single direction one turns, at a speed of change seldom seen anywhere else around the world.
Economic reforms
Since the beginning of China’s economic reforms in 1978, China’s economic performance has made a dramatic turn for the better. While the standard of living for the average Chinese citizen has clearly improved, China’s economic reforms have created new economic challenges. These include, among others: corruption; unemployment; inadequate social welfare system; environmental pollution; waste and inefficiency of resource utilization; uneven distribution of wealth, education, infrastructure, and public health facilities between different geographical regions, and between urban centers and rural villages.
The gap between rural and urban China is huge in terms of both population density, according to official statistics, China had 668 cities at the beginning of 2004, half of them with populations in excess of 200,000. Thirty-seven of them had a population of over one million, led by Chongqing, with 31 million; Shanghai, 16 million; and Beijing, 14 million. The great majority of these top 37 population centers are in eastern China.
In terms of purchasing power, China’s top ten cities account for 20 percent of national retail sales; the top 30 cities-of which only four are located in western China, account for one-third. Furthermore, based on data from 2004, China’s urban per capita income of US $1,531 is more than three times the rural per capita income of US $488. These statistics contributed to China’s alarmingly high Gini Index, which measures the degree of wealth concentration. Worse yet, income disparity continues to grow at an alarming rate.
China’s restaurant industry
Reflecting the growth of the overall economy and rising consumer prosperity, China’s restaurant industry closed 2005 with total revenue reaching RMB 880 billion, or slightly over US $100 billion based on then-prevalent exchange rate. For the industry as a whole, this represented yet another year of double-digit growth. KFC accounted for approximately 1 percent of this industry total, making it the clear leader in terms of both revenue and profit in a highly fragmented industry.
KFC growth path in China followed the development of the larger economy, beginning with cities, countries, and townships within provinces along the eastern coast throughout the late 1980s and the mid-1990s. In 1995, upon entering Chengdu, the capital city of Sichuan Province, KFC kicked off its westward expansion. Two years later, the brand’s establishment in Chongqing further solidified KFC’s market position in western China. At the same time, market entry into Wuhan and Changsha pushed KFC inland to central China.
Over the years, KFC’s Expansion in China has proven to be well timed. By first entering China in 1987, it was well positioned to take full advantage of the acceleration of China’s economic reforms, which came five years later. KFC’s second big expansion began in 1995 when it expanded into China’s western region, four years before the official kick-off of a major government-led program to develop region’s full economic potential. On both occasions, KFC demonstrated an ability to anticipate emerging market forces and government policies, a unique skill set that is critical to the success of any company doing business in China’s “socialist market economy”.
KFC in Asia
KFC’s foray into Asia began with Japan in 1970. Within Greater China, KFC first entered Hong Kong in 1973 and quickly grew to eleven restaurants in the following year. But KFC misjudged the local market and failed up to develop a suitable business model. All eleven restaurants were closed in early 1975. Ten years later, KFC returned to Hong Kong and persevered this time, eventually franchising its operation to a company called Birdland, which was backed by a group of local investors.
In 1984, KFC entered Taiwan through a franchise agreement with a joint venture company set up by two large Japanese trading companies and a local food company called the UNI-President Group. Later, Birdland took over the KFC franchise in Taiwan from the original joint venture company.
In 1996, the YUM! Brands Greater China headquarters in Shanghai began opening its own KFC restaurants in Taiwan in tandem with Birdland, without an agreement between the two companies to divide up the territory. Until 2001, when Birdland sold its franchise back to KFC, there had been a period of five years during which both companies tried, in good faith, to co-manage the KFC brand in Taiwan. During that period, their business relationship was often cooperative, sometimes competitive, and always challenging, given the nature of a franchiser/franchise relationship.
KFC’s rocky experience in Asia, especially its early failures in Hong Kong and Taiwan during the 1970s and the 1980s, served as valuable and relatively inexpensive lessons in preparation for its 1987 entry into China, which later proved to be the most critical country market for KFC in Asia, or anywhere else outside the U.S.
An American Pioneer in China
There is little doubt that KFC was a pioneer when it entered China in 1987, the significance of which goes far beyond the fact that KFC was the first well-known Western restaurant brand to enter China. At the time of its market entry, KFC introduced at least two new concepts to China: fast-food and restaurant chains.
Prior to KFC’s entry in 1987, some might argue that there were already various forms of Chinese fast food being served. These ranged from the traditional Chinese breakfast items including congee, soy bean milk, and yiu-tiao (fritters of twisted dough), to noodles, various other snacks, and even selections or regular Chinese dishes already cooked-some kept warm, while others were served cold as appetizers-such as bao-zi (Chinese steamed buns), jiao-zi (Chinese water dumplings), sweetened baked goods of various types, and even Cantonese dim sum.
Unlike most Chinese food, which requires elaborate and time-consuming preparation, these Chinese “fast-foods” are usually prepared in advance of purchase, or can be prepared relatively quickly upon placement of an order because of their simplicity. Most of the catering units are small in scale, lacking sufficient financial capital, an attractive physical appearance, a group of properly trained employees, and a clean and well-maintained dining, kitchen, and lavatory environment. While the food may be served fast and its price may be affordable, this is usually because of the simplicity of the food offered and the lack of a desirable restaurant environment.
This type of fast food is very different from KFC’s concept of past food. First, KFC food is prepared quickly because of systemization, process standardization, and equipment automation, none of which is evident in the preparation of traditional Chinese “fast food”. Second, the physical characteristics of KFC restaurants are very different from the traditional Chinese catering units. They are cleaner, brighter, more relaxed, and require more financial investment. Third, food from KFC restaurants is priced at a significant premium compared to Chinese “fast food”. Therefore, it is no exaggeration to conclude that KFC introduced the concept of fast food or, at very least, a much higher standard or fast food, to China.
Before KFC arrived on the scene, these were very few Chinese restaurant groups that operated multiple restaurant units in different parts of China with the same brand name and under the same ownership. Of those, the number of restaurants in each group was very small, usually a handful, located in the same city or province. In less than a decade, KFC succeeded in developing a multi-province, multi-city chain of restaurants covering an ever-expanding territory and, before long, the whole of China. In doing so, KFC successfully transplanted a proven business model from America to China: a restaurant chain.
Prior to KFC, why were there no Western fast-food restaurants in China, and why was there not any sizeable restaurant chain, local and otherwise? On the first question, the short answer is that China lacked broad economic affluence and an emerging middle class prior to the 1990s, conditions often associated with the rise in of popularity of Western fast food. On the second question, the short answer is that Chinese food comes in many different varieties, and Chinese consumers in different parts of the country prefer different styles of Chinese food.
With the wide variety of Chinese dishes, ingredients, and complexity in their preparation, it is not easy to standardize the 3production3 process for one Chinese dish, let alone dozens of hundreds of them. Without process automation, the idea of product duplication with universal adherence to tight standards and consistently high quality, which is a fundamental percept behind a fast-food restaurant chain, would be virtually impossible.
The first appearance of KFC in China in 1987 brought not only American fast food, but also a major foreign restaurant brand. Even more important, it brought a sweeping revolution with a new approach to food preparation, restaurant operation, and business management to the Chinese restaurant industry, underpinned by the dual concepts of fast food and restaurant chains. Both concepts were new to China.
On November 12, 1987, KFC opened its first restaurant in China a short walking distance from Tiananmen Square. Nearly nine years later, in June 1996, KFC opened its 100th restaurant in China, also in Beijing. In the subsequent nine years between 1996 and 2005, KFC opened 1,400 more restaurants throughout China, fourteen times the number in the previous nine years.
How did KFC China do it? What are the key factors behind its success?
KFC, Pizza Hut, Taco Bell, Long John Silver’s, and A&W are all brands under the umbrella of YUM! Brands, Inc., which was spun off from PepsiCo, Inc., in 1997. At the end of 1986, China was not even in KFC’s map. By the end of 2005, less than 20 years later, China accounted for 16 percent of YUM! Brands, Inc.’s worldwide corporate earnings and 14 percent of worldwide revenue. In the next few decades these ratios are expected to grow steadily.
At the end of 2005, China’s restaurant service industry generated total revenue of RMB880 billion. KFC accounted for 1 percent of the industry total, making it the single largest chain restaurant enterprise in China.
Elsewhere around the world KFC lags behind McDonald’s in brand equity, market share, and consumer preference. Not in China. Take size, for instance, McDonald’s had over 30,000 restaurants around the world at the end of 2005, outnumbering KFC by more than two to one.
The successful execution of KFC China’s business strategy has since been rewarded with an unlikely industry leadership position in growth, profitability, market share, and brand recognition in one of the world’s fastest growing economies.
KFC- A pioneer in China
From one to one thousand
In the history of KFC, China has the best record of restaurant growth outside its home market of America. No other restaurant company, Chinese or foreign, has achieved such remarkable growth in China to date.
Today KFC is the largest restaurant chain in China, foreign or local, in terms of revenues, profits, and number of outlets. This statement takes into account all restaurant types, not just quick service (QSR), or "fast food", restaurants. What makes this achievement even more amazing is that this leadership position has been achieved, of all the markets around the world, in the People’s Republic of China-with a long history of culinary art known for its flavor, variety, and popularity.
At the end of 2005, nearly 1,500 KFC restaurants could be found in over 350 cities in every province and special administrative region of China except Tibet, outnumbering its archrival, McDonald’s, by a margin of two to one. On average, during 2005 each of these 1,500 restaurants generated US$1 million in revenue and a profit margin of approximately 20 percent.
These impressive numbers came during a challenging year that began with the Sudan I red-dye incident, which resulted in a public backlash following media reports that some KFC products contained a harmful ingredient, Sudan I red dye, and ended with public concerns across the country over avian flu, a bird flu virus that caused dozen of reported deaths in Asia, most of which were blamed on direct and indirect contact with infected poultry. As a result, both average revenue and profit margin per restaurant suffered a decline of up to 20 percent to the previous year.
In many ways, the timing of KFC’s first restaurant opening in China in 1987 was perfect. It was nine years after the official launch of China’s economic reforms, five years ahead of Deng’s historic journey to southern China, and three years ahead of McDonald’s entry. China had recently been reopened to the West after decades of hiding behind its self-imposed "bamboo curtain". China’s citizens, after being cut off from much of the world for decades, now looked to the West-and anything with a Western flavor-with a mixture of curiosity, anxiety, and anticipation.
Along with fried chicken, there were many other reasons why eager customers queued up outside the door during the first few weeks after the grand opening. Customers were attracted to KFC’s Chinese brand name; its American roots; its likeable, grayish, beard-bearing brand spokesperson- Colonel Sanders; the unique restaurant décor; the new way of ordering food; the bright red and blue colors of the brand logo; the American music broadcasted inside the restaurant; and, as an added bonus, a very clean toilet!
From the beginning, eating out at KFC was an expensive but curious, exciting, unique, and brand-new experience never before encountered by a Chinese customer. Although the food was prepared fast, the dining experience itself marked an occasion, a very special event that required savoring with a measured pace. From the beginning, KFC was never a "fast food" experience for the average Chinese consumer. Instead, it was more of a sit-down dining experience. Moreover, dining at a KFC restaurant was like taking a brief tour of America, with all its connotations: political, cultural, time; and space- real or imaginary.
As of early 2008, of four of its brands that have entered China, KFC and Pizza Hut have performed very well, while A &W and Taco Bel! Have not. Many companies have leapt into China with high hopes, only to beat a quiet retreat later on. Why?
In addition to a variety of uncertainties that normally surround entry into a new country market, one factor that makes entry into China an even more difficult challenge is the complexity of China’s population, geography, history, and recent economic development. China is not only the world’s most populous nation, it also possesses a massive land area- roughly the size of the U.S. To complicate matters further, China’s population density, economic development, and wealth distribution vary greatly from east to west and from south to north.
China’s population density is highly uneven. If one drew a straight line between the northernmost point in Heilongjiang Province and the westernmost point of Yunnan Province, approximately 80 percent of China’s total population and 40 percent of the total landmass would be found on the eastern side of this artificial dividing line. In other words, 20 percent of China’s population lives on 60 percent of China’s land west of this artificial line.
Officially, West is defined to include twelve provinces and equivalent administrative units including Chongqing, Sichuan, Yunnan, Guizhou, Shaanxi, Gansu, Qinghai, Ningxia, Xinjiang, Guangxi, Inner Mongolia, and Tibet. Together, they account for 71 percent of China’s total landmass, and 29 percent of the total population.
While vast areas in western China are sparsely populated, China’s eastern seacoast is among the world’s most densely populated. Up until the turn of the last century , economic development and wealth accumulation were largely confined to China’s eastern seacoast, especially in southeastern China, where 20 percent of the country’s population generated half of the nation’s GDP and three-quarters of its total exports at one point in time.
Aside from population density, economic contrasts between China’s eastern and western regions are staggering. Per capita gross domestic product (GDP) in the West is 58 percent of the national average, far below that of the East. For example, the per capita GDP of Chongqing, the most populous city in the West and the nation’s capital during the Japanese invasion of China from the late 1930s through the mid 1940s, is merely one-fifth that of Shanghai. Both belong to an elite group of only four cities (known as municipalities) in China that report directly to the central government (the other two are Beijing and Tianjin).
While the skylines of Shenzhen, Shanghai, and Beijing have long symbolized China’s economic transformation, many of the second tier cities around the country such as Shenyang, Qingdao and Xian had already begun the process of face-lifting by the turn of the century. More recently, even third are fourth-tier cities –some such as Urumqi and Lhasa, which are located in western China-have begun major face-lifting transformations. The magnitude, pervasiveness, and speed of these transformations can be mind-boggling.
Shopping Chinese Style
In parallel to massive infrastructure projects undertaken by the Chinese government to build new cities, roads, airports; or, for that matter, the world’s fastest commercial rapid- transit system- the magnetic levitation (Maglev) train in Shanghai, with a top speed of 430 kilometers, or 270 miles per hour-Chinese consumers have made significant changes to their spending and lifestyle patterns since the beginning of China’s economic reforms.
In 1992, China’s State Council, the country’s highest administrative authority, decided to allow foreign investment in the retail industry. Changes began to take place almost overnight. By the end of 2004, when China was required to fully open its retail sector to foreign investors under the terms of its accession to the World Trade Organization (WTO), China had given the green light to 314 foreign retailers and wholesalers. Bringing a whole new approach to the Chinese retail market, these newcomers from abroad had opened 4,000 retail stores of varying type and size, occupying a total of 9.2 million square meters, in the top few dozen cities in China.
Foreign investment in the retail industry accelerated in 2005. In a single year, China approved another 1,000 foreign retailers and wholesalers, allowing them to open 1,160 stores with an operational area of 4.7 million square meters. Of these new foreign stores, specialized stores representing well-known, high-end brands such as Armani, Hugo Boss, Gucci, and Zegna accounted for 57.2 percent. Hypermarkets made up 22,5 percent, and department stores accounted for 13.1 percent.
Today millions of Chinese consumers flock to foreign retail stores such as B&Q from the U.K., Carrefour from France, Isetan and Jusco from Japan, Lotus from Thailand, Metro from Germany, Parkson from Malaysia, and Wal-Mart from the U.S. on any given day in a growing number of Chinese cities. Relying on their superior knowledge of the local market, local players like Lianhua and NongGongShang are also fighting for a piece of the action with improved quality of service, upgraded techniques, spurred on by their formidable competitors from overseas and rising consumer expectations.
Compared to the late 1980s, the typical shopping experience for the average urban Chinese consumer has undergone a seismic revolution. In many ways, shoppers in the largest Chinese cities have more choice of international brands today than their counter-parts in New York, Paris, or Tokyo. Moreover, while it took decades or even longer for developed economies to evolve their retail distribution channels from mom-and-pop corner shops to department stores, supermarkets, hypermarkets, specialty shops, and convenience stores, the same process of retail evolution took in place in China in less than 15 years. Similar fast-paced, often generation-skipping, industry transformations have taken place across the Chinese economy in telecommunications, transportation, electronics, and manufacturing industries. More recently, similar changes have taken place in service industries such as banking, insurances, and even government services. The net effect of these developments across multiple economic sectors in the co-existence of old and new generations of technologies, products, and channels of distribution in almost every single direction one turns, at a speed of change seldom seen anywhere else around the world.
Economic reforms
Since the beginning of China’s economic reforms in 1978, China’s economic performance has made a dramatic turn for the better. While the standard of living for the average Chinese citizen has clearly improved, China’s economic reforms have created new economic challenges. These include, among others: corruption; unemployment; inadequate social welfare system; environmental pollution; waste and inefficiency of resource utilization; uneven distribution of wealth, education, infrastructure, and public health facilities between different geographical regions, and between urban centers and rural villages.
The gap between rural and urban China is huge in terms of both population density, according to official statistics, China had 668 cities at the beginning of 2004, half of them with populations in excess of 200,000. Thirty-seven of them had a population of over one million, led by Chongqing, with 31 million; Shanghai, 16 million; and Beijing, 14 million. The great majority of these top 37 population centers are in eastern China.
In terms of purchasing power, China’s top ten cities account for 20 percent of national retail sales; the top 30 cities-of which only four are located in western China, account for one-third. Furthermore, based on data from 2004, China’s urban per capita income of US $1,531 is more than three times the rural per capita income of US $488. These statistics contributed to China’s alarmingly high Gini Index, which measures the degree of wealth concentration. Worse yet, income disparity continues to grow at an alarming rate.
China’s restaurant industry
Reflecting the growth of the overall economy and rising consumer prosperity, China’s restaurant industry closed 2005 with total revenue reaching RMB 880 billion, or slightly over US $100 billion based on then-prevalent exchange rate. For the industry as a whole, this represented yet another year of double-digit growth. KFC accounted for approximately 1 percent of this industry total, making it the clear leader in terms of both revenue and profit in a highly fragmented industry.
KFC growth path in China followed the development of the larger economy, beginning with cities, countries, and townships within provinces along the eastern coast throughout the late 1980s and the mid-1990s. In 1995, upon entering Chengdu, the capital city of Sichuan Province, KFC kicked off its westward expansion. Two years later, the brand’s establishment in Chongqing further solidified KFC’s market position in western China. At the same time, market entry into Wuhan and Changsha pushed KFC inland to central China.
Over the years, KFC’s Expansion in China has proven to be well timed. By first entering China in 1987, it was well positioned to take full advantage of the acceleration of China’s economic reforms, which came five years later. KFC’s second big expansion began in 1995 when it expanded into China’s western region, four years before the official kick-off of a major government-led program to develop region’s full economic potential. On both occasions, KFC demonstrated an ability to anticipate emerging market forces and government policies, a unique skill set that is critical to the success of any company doing business in China’s “socialist market economy”.
KFC in Asia
KFC’s foray into Asia began with Japan in 1970. Within Greater China, KFC first entered Hong Kong in 1973 and quickly grew to eleven restaurants in the following year. But KFC misjudged the local market and failed up to develop a suitable business model. All eleven restaurants were closed in early 1975. Ten years later, KFC returned to Hong Kong and persevered this time, eventually franchising its operation to a company called Birdland, which was backed by a group of local investors.
In 1984, KFC entered Taiwan through a franchise agreement with a joint venture company set up by two large Japanese trading companies and a local food company called the UNI-President Group. Later, Birdland took over the KFC franchise in Taiwan from the original joint venture company.
In 1996, the YUM! Brands Greater China headquarters in Shanghai began opening its own KFC restaurants in Taiwan in tandem with Birdland, without an agreement between the two companies to divide up the territory. Until 2001, when Birdland sold its franchise back to KFC, there had been a period of five years during which both companies tried, in good faith, to co-manage the KFC brand in Taiwan. During that period, their business relationship was often cooperative, sometimes competitive, and always challenging, given the nature of a franchiser/franchise relationship.
KFC’s rocky experience in Asia, especially its early failures in Hong Kong and Taiwan during the 1970s and the 1980s, served as valuable and relatively inexpensive lessons in preparation for its 1987 entry into China, which later proved to be the most critical country market for KFC in Asia, or anywhere else outside the U.S.
An American Pioneer in China
There is little doubt that KFC was a pioneer when it entered China in 1987, the significance of which goes far beyond the fact that KFC was the first well-known Western restaurant brand to enter China. At the time of its market entry, KFC introduced at least two new concepts to China: fast-food and restaurant chains.
Prior to KFC’s entry in 1987, some might argue that there were already various forms of Chinese fast food being served. These ranged from the traditional Chinese breakfast items including congee, soy bean milk, and yiu-tiao (fritters of twisted dough), to noodles, various other snacks, and even selections or regular Chinese dishes already cooked-some kept warm, while others were served cold as appetizers-such as bao-zi (Chinese steamed buns), jiao-zi (Chinese water dumplings), sweetened baked goods of various types, and even Cantonese dim sum.
Unlike most Chinese food, which requires elaborate and time-consuming preparation, these Chinese “fast-foods” are usually prepared in advance of purchase, or can be prepared relatively quickly upon placement of an order because of their simplicity. Most of the catering units are small in scale, lacking sufficient financial capital, an attractive physical appearance, a group of properly trained employees, and a clean and well-maintained dining, kitchen, and lavatory environment. While the food may be served fast and its price may be affordable, this is usually because of the simplicity of the food offered and the lack of a desirable restaurant environment.
This type of fast food is very different from KFC’s concept of past food. First, KFC food is prepared quickly because of systemization, process standardization, and equipment automation, none of which is evident in the preparation of traditional Chinese “fast food”. Second, the physical characteristics of KFC restaurants are very different from the traditional Chinese catering units. They are cleaner, brighter, more relaxed, and require more financial investment. Third, food from KFC restaurants is priced at a significant premium compared to Chinese “fast food”. Therefore, it is no exaggeration to conclude that KFC introduced the concept of fast food or, at very least, a much higher standard or fast food, to China.
Before KFC arrived on the scene, these were very few Chinese restaurant groups that operated multiple restaurant units in different parts of China with the same brand name and under the same ownership. Of those, the number of restaurants in each group was very small, usually a handful, located in the same city or province. In less than a decade, KFC succeeded in developing a multi-province, multi-city chain of restaurants covering an ever-expanding territory and, before long, the whole of China. In doing so, KFC successfully transplanted a proven business model from America to China: a restaurant chain.
Prior to KFC, why were there no Western fast-food restaurants in China, and why was there not any sizeable restaurant chain, local and otherwise? On the first question, the short answer is that China lacked broad economic affluence and an emerging middle class prior to the 1990s, conditions often associated with the rise in of popularity of Western fast food. On the second question, the short answer is that Chinese food comes in many different varieties, and Chinese consumers in different parts of the country prefer different styles of Chinese food.
With the wide variety of Chinese dishes, ingredients, and complexity in their preparation, it is not easy to standardize the 3production3 process for one Chinese dish, let alone dozens of hundreds of them. Without process automation, the idea of product duplication with universal adherence to tight standards and consistently high quality, which is a fundamental percept behind a fast-food restaurant chain, would be virtually impossible.
The first appearance of KFC in China in 1987 brought not only American fast food, but also a major foreign restaurant brand. Even more important, it brought a sweeping revolution with a new approach to food preparation, restaurant operation, and business management to the Chinese restaurant industry, underpinned by the dual concepts of fast food and restaurant chains. Both concepts were new to China.
2011年2月24日星期四
Joseph A. Michelli, The Starbuck Experience. 5 Principles for Turning Ordinary into Extraordinary (New York, Chicago, San Francisco, Lisbon, London, Madrid, Mexico City, Milan, New Delhi, San Juan, Seoul, Singapore, Sydney, Toronto: McGraw-Hill, 2007)
Foreword
We are litter-picker-uppers. We are green-apron-clad seekers of the book that you might have left on one of the tables in our coffeehouse. We are the folks who smile across the counter at you every morning as you ask for your double-tall-nonfat-mocha-with-a-little-vanilla-at-the –bottom-you-know-my-regular-drink. We’re Starbucks partners (commonly known to the world as employees). (…)
…There is something a little magical about founding a business that aspires to enrich the human spirit. That’s actually part of the Starbucks core核心 purpose. And we live every day by our Mission Statement and Guiding Principles, which include embracing diversity and creating a great work environment. Sure, one of our principles is to recognize that profitability is essential to our future success. But it’s not the first item on the list; it’s the last one. And when you live and work according to those kinds of principles, good things seem to come your way.
One of the ways in which we express the nature of what it means to be a Starbucks partner is through the Green Apron Book. It’s a pocket-sized book that puts into words some of the core “ways of being” that you need in order to be successful at Starbucks. They are be welcoming, be genuine, be knowledgeable, be considerate, and be involved. They are simple words, and they distill everything you need to know about Starbucks and the people who work here.
We each get to be part of a group that gets to make a huge difference in people’s lives in a million small ways—just little moments like smiling as we hand you a drink, hand-crafting your beverage just the way you like it, and providing a comfy chair and a place to get away from it all without going very far.
From Seattle to Portland and Beyond
In 1971, the Starbucks Coffee, Tea, and spice store started business in Seattle, Washington. Before that first Starbucks opened its doors, people stopped by the corner coffee shop for a 50-cent cup that came with the promise of free refills. From some of us, the morning was not complete without a visit to the convenience store, where we poured our own black, murky brew into a white foam cup. To kill the taste, we doused the mixture with gobs of powdered cream and sugar, and stirred in with a thin red plastic stick (which was supposed to double as a straw).We would hand our change to an apathetic cashier who performed the job just well enough to earn the minimum wage. It was an unvarying and uninspired customer ritual and transaction.
Despite the monotonous nature and poor quality of this transaction, most of us didn’t know that there was any other way to "enjoy" coffee. While we were slogging through our days with freeze-dried, burnt, or lackluster home-brew, Howard Schultz, Starbucks former CEO and current chairman, asked an intriguing question: "What would happen if you took the quality coffee bean tradition of Starbucks and merged it with the charm and romance of the European coffeehouse? His answer: Starbucks could transform the traditional American coffee experience from the ordinary to the extraordinary.
By all accounts, Howard’s concept was an ambitious idea. How do you change the people’s view of coffee? After all, coffee has been with us for centuries, and there seemed to be little impetus for a major shift in customers’ preferences.
How do you inspire a coffee drinker to give up her regular routine while also getting her to pay six or eight times more for rich, exotic coffee blends when "ordinary" is all she’s ever known? Besides, who would make time for a European-style coffeehouse experience when one could grab a cup while buying milk, gasoline, and a newspaper?
As Cora Daniels noted in a Fortune magazine article, "The Starbucks story epitomizes ‘imagine that’ in every sense. When the company went public…it had just 165 stores clustered around Seattle and in neighboring states…Skeptics ridiculed the idea of $3 coffee as a West Coast yuppie fad."
In fact, today Starbucks has stores in over 37 countries, averages more than 35 million customer visits each week, and has loyal patrons who typically return 18 times a month. If you had invested $10,000 in the Starbucks IPO on the Nasdaq in 1992, your investment would be worth approximately $650,000 today. Starbucks has grown substantially faster than the average S&P rose 200 percent, the Dow 230 percent, the Nasdaq 280 percent, but Starbucks? –5,000 percent! Throughout this period, Starbucks maintained its quality while continuing its aggressive expansion. Today, Starbucks opens five new stores a day, 365 days a year.
It has been consistently recognized by Fortune as one of America’s "most admired" companies and best employers. Business Week acknowledges Starbucks as one of the worldwide brands. Business Ethics places it on its list of most socially responsible companies each year.
In contrast to McDonald’s- another great American success story- Starbucks is not a franchise business.
In an article for Workforce Management, writer Samuel Greengard pointed out, Starbucks Corporation went public in June 1992. On the first day of trading, the stock closed at $ 21.50- up from an opening price of $ 17. Not only did the CEO’s net worth zoom; the coffee retailer had finally reached the big leagues. But instead of hoarding his beans, Schultz decided that he would give some of them back to employees in the form of stock options…[while] other firms offered options only to key senior executives, Schultz made them available to everyone working 20 hours a week or more, including those standing behind the counter at a local Starbucks store.
According to Geoff Kirbyson in a brandchannel article, Howard noted, "The way we have built our company by including the success of the company with everyone in it and not leaving our people behind is a great example of building a business the right way." From Starbucks perspective, that "right way" to conduct business means truly turning employees into partners-shareholders with a stake in the outcome of the company.
Through this sharing, partners appreciate the direct link between their effort and the success of the business enterprise. Starbucks leadership has done an exceptional job of both linking a partner’s financial gain to Starbucks profit and helping partners understand that profit is the lifeblood of business. Profits increase not only the breadth of Starbucks market, but also the scope of its positive social influence and its capacity to provide quality benefits from partners. These benefits include health insurance for 20-hours-per-week employees, something that Starbucks partners received long before such a thing was even considered, let alone adopted, by other corporations.
But the treatment that partners receive at Starbucks goes well beyond stock options and health insurance. For example, partners are given extensive training in product knowledge, guiding principles for success, personal empowerment and the importance of creating warm customer experiences. In stunning contrast to most Fortune 500 companies, Starbucks consistently spends more on training than it does on advertising.
That training pays huge dividends for Starbucks in retaining employees, maintaining connections with current customers, and bringing new customers into its stores. Starbucks staff retention is unprecedented in the quick-service restaurant sector. The employee turnover rate at Starbucks, according to some reports, is 120 percent less than the industry average. Maryann Hammers states in Workforce Management : " Starbucks employees have an 82% job-satisfaction rate, according to Hewitt’s Best Place to Work’ employers."
While not every leadership team can reward employees with stock options or health-care benefits for part-time employees, every business leader can treat those individuals with enough daily care and concern to inspire passion and creativity in their work.
In its mission statement, Starbucks leadership has committed to "provide a great work environment and treat each other with respect and dignity. "As with all aspects of its mission, Starbucks management has established internal checks to make sure that leaders are actually living the company’s espoused values. This process encourages all partners to bring their concerns to a Mission Review Committee when they feel that policies, procedures, or leadership behaviors are straying from Starbucks commitments. It is expected that partners on pass on the dignity and respect that they are afforded into interactions with their customers.
Starbucks management takes pride in the company being "the leading retailer, roaster and brand of specialty coffee in the world", but also recognizes that people flock to the company’s sores for the total Starbucks Experience. In essence, people come into a comfortable setting where they are valued on a personal level, and where a meaningful connection is made. Everything the company does is intended to give the customer a positive, perhaps uplifting, experience while purchasing a quality beverage or food item.
Customers must be able to customize their beverage order, with the handcrafted assistance of their barista (the Italian word for bartender and the term used at Starbucks for a coffee preparer). Customization means satisfying each customer’s unique expectations, and often involves special temperatures, soy milk, and various pumps of flavor.
The success of Starbucks demonstrates…that we have built an emotional connection with our customers…We have a competitive advantage over classic brands in that every day we touch and interact with our customers directly. Our product is not sitting on a supermarket shelf like a can soda. Our people have done a wonderful job of knowing your drink, your name, [and] your kids’ names.
When staff members understand how their efforts spark the business and uplift and change lives, they are more likely to exert the creative and passionate energy that gets noticed by customers. By protecting a vision of the optimal customer experience and helping partners consistently realize that vision, Starbucks leaders watch their people grow the business, and watch their profits grow as well.
Despite the company’s success, Starbucks leaders understand their current and future vulnerabilities. For example, the larger Starbucks grows, the harder it will be to foster the unique Starbucks experience. To put it simply, in the words of Howard Schultz, Starbucks has to work to "stay small while growing big". To that end, the future of Starbucks lies in its partners owing millions of positive daily interactions throughout the company.
Starbucks workforce has grown exponentially, from 100 in 1987 to more than 100,000 in 2006. Given Starbucks rapid and aggressive growth, its leadership faces the challenge of attracting quality people and training them in Starbucks way, all the while sustaining a culture in which employees excel at connecting with patrons.
1. Make it your own
2. Everything matters
3. Surprise and delight
4. Embrace resistance
5. Leave your mark
The impact of these principles transcends the Starbucks story and offers all business leaders an opportunity to greatly enrich their workplace. They demonstrate how an entrepreneurial spirit and extraordinary leadership skills can elevate a product or service and even change the way in which that product or service is delivered. These guidelines allow each of us to improve our workplace, whether by developing appealing new products, opening new markets, or just paying attention to the aspects of our business that we can readily enhance.
Foreword
We are litter-picker-uppers. We are green-apron-clad seekers of the book that you might have left on one of the tables in our coffeehouse. We are the folks who smile across the counter at you every morning as you ask for your double-tall-nonfat-mocha-with-a-little-vanilla-at-the –bottom-you-know-my-regular-drink. We’re Starbucks partners (commonly known to the world as employees). (…)
…There is something a little magical about founding a business that aspires to enrich the human spirit. That’s actually part of the Starbucks core核心 purpose. And we live every day by our Mission Statement and Guiding Principles, which include embracing diversity and creating a great work environment. Sure, one of our principles is to recognize that profitability is essential to our future success. But it’s not the first item on the list; it’s the last one. And when you live and work according to those kinds of principles, good things seem to come your way.
One of the ways in which we express the nature of what it means to be a Starbucks partner is through the Green Apron Book. It’s a pocket-sized book that puts into words some of the core “ways of being” that you need in order to be successful at Starbucks. They are be welcoming, be genuine, be knowledgeable, be considerate, and be involved. They are simple words, and they distill everything you need to know about Starbucks and the people who work here.
We each get to be part of a group that gets to make a huge difference in people’s lives in a million small ways—just little moments like smiling as we hand you a drink, hand-crafting your beverage just the way you like it, and providing a comfy chair and a place to get away from it all without going very far.
From Seattle to Portland and Beyond
In 1971, the Starbucks Coffee, Tea, and spice store started business in Seattle, Washington. Before that first Starbucks opened its doors, people stopped by the corner coffee shop for a 50-cent cup that came with the promise of free refills. From some of us, the morning was not complete without a visit to the convenience store, where we poured our own black, murky brew into a white foam cup. To kill the taste, we doused the mixture with gobs of powdered cream and sugar, and stirred in with a thin red plastic stick (which was supposed to double as a straw).We would hand our change to an apathetic cashier who performed the job just well enough to earn the minimum wage. It was an unvarying and uninspired customer ritual and transaction.
Despite the monotonous nature and poor quality of this transaction, most of us didn’t know that there was any other way to "enjoy" coffee. While we were slogging through our days with freeze-dried, burnt, or lackluster home-brew, Howard Schultz, Starbucks former CEO and current chairman, asked an intriguing question: "What would happen if you took the quality coffee bean tradition of Starbucks and merged it with the charm and romance of the European coffeehouse? His answer: Starbucks could transform the traditional American coffee experience from the ordinary to the extraordinary.
By all accounts, Howard’s concept was an ambitious idea. How do you change the people’s view of coffee? After all, coffee has been with us for centuries, and there seemed to be little impetus for a major shift in customers’ preferences.
How do you inspire a coffee drinker to give up her regular routine while also getting her to pay six or eight times more for rich, exotic coffee blends when "ordinary" is all she’s ever known? Besides, who would make time for a European-style coffeehouse experience when one could grab a cup while buying milk, gasoline, and a newspaper?
As Cora Daniels noted in a Fortune magazine article, "The Starbucks story epitomizes ‘imagine that’ in every sense. When the company went public…it had just 165 stores clustered around Seattle and in neighboring states…Skeptics ridiculed the idea of $3 coffee as a West Coast yuppie fad."
In fact, today Starbucks has stores in over 37 countries, averages more than 35 million customer visits each week, and has loyal patrons who typically return 18 times a month. If you had invested $10,000 in the Starbucks IPO on the Nasdaq in 1992, your investment would be worth approximately $650,000 today. Starbucks has grown substantially faster than the average S&P rose 200 percent, the Dow 230 percent, the Nasdaq 280 percent, but Starbucks? –5,000 percent! Throughout this period, Starbucks maintained its quality while continuing its aggressive expansion. Today, Starbucks opens five new stores a day, 365 days a year.
It has been consistently recognized by Fortune as one of America’s "most admired" companies and best employers. Business Week acknowledges Starbucks as one of the worldwide brands. Business Ethics places it on its list of most socially responsible companies each year.
In contrast to McDonald’s- another great American success story- Starbucks is not a franchise business.
In an article for Workforce Management, writer Samuel Greengard pointed out, Starbucks Corporation went public in June 1992. On the first day of trading, the stock closed at $ 21.50- up from an opening price of $ 17. Not only did the CEO’s net worth zoom; the coffee retailer had finally reached the big leagues. But instead of hoarding his beans, Schultz decided that he would give some of them back to employees in the form of stock options…[while] other firms offered options only to key senior executives, Schultz made them available to everyone working 20 hours a week or more, including those standing behind the counter at a local Starbucks store.
According to Geoff Kirbyson in a brandchannel article, Howard noted, "The way we have built our company by including the success of the company with everyone in it and not leaving our people behind is a great example of building a business the right way." From Starbucks perspective, that "right way" to conduct business means truly turning employees into partners-shareholders with a stake in the outcome of the company.
Through this sharing, partners appreciate the direct link between their effort and the success of the business enterprise. Starbucks leadership has done an exceptional job of both linking a partner’s financial gain to Starbucks profit and helping partners understand that profit is the lifeblood of business. Profits increase not only the breadth of Starbucks market, but also the scope of its positive social influence and its capacity to provide quality benefits from partners. These benefits include health insurance for 20-hours-per-week employees, something that Starbucks partners received long before such a thing was even considered, let alone adopted, by other corporations.
But the treatment that partners receive at Starbucks goes well beyond stock options and health insurance. For example, partners are given extensive training in product knowledge, guiding principles for success, personal empowerment and the importance of creating warm customer experiences. In stunning contrast to most Fortune 500 companies, Starbucks consistently spends more on training than it does on advertising.
That training pays huge dividends for Starbucks in retaining employees, maintaining connections with current customers, and bringing new customers into its stores. Starbucks staff retention is unprecedented in the quick-service restaurant sector. The employee turnover rate at Starbucks, according to some reports, is 120 percent less than the industry average. Maryann Hammers states in Workforce Management : " Starbucks employees have an 82% job-satisfaction rate, according to Hewitt’s Best Place to Work’ employers."
While not every leadership team can reward employees with stock options or health-care benefits for part-time employees, every business leader can treat those individuals with enough daily care and concern to inspire passion and creativity in their work.
In its mission statement, Starbucks leadership has committed to "provide a great work environment and treat each other with respect and dignity. "As with all aspects of its mission, Starbucks management has established internal checks to make sure that leaders are actually living the company’s espoused values. This process encourages all partners to bring their concerns to a Mission Review Committee when they feel that policies, procedures, or leadership behaviors are straying from Starbucks commitments. It is expected that partners on pass on the dignity and respect that they are afforded into interactions with their customers.
Starbucks management takes pride in the company being "the leading retailer, roaster and brand of specialty coffee in the world", but also recognizes that people flock to the company’s sores for the total Starbucks Experience. In essence, people come into a comfortable setting where they are valued on a personal level, and where a meaningful connection is made. Everything the company does is intended to give the customer a positive, perhaps uplifting, experience while purchasing a quality beverage or food item.
Customers must be able to customize their beverage order, with the handcrafted assistance of their barista (the Italian word for bartender and the term used at Starbucks for a coffee preparer). Customization means satisfying each customer’s unique expectations, and often involves special temperatures, soy milk, and various pumps of flavor.
The success of Starbucks demonstrates…that we have built an emotional connection with our customers…We have a competitive advantage over classic brands in that every day we touch and interact with our customers directly. Our product is not sitting on a supermarket shelf like a can soda. Our people have done a wonderful job of knowing your drink, your name, [and] your kids’ names.
When staff members understand how their efforts spark the business and uplift and change lives, they are more likely to exert the creative and passionate energy that gets noticed by customers. By protecting a vision of the optimal customer experience and helping partners consistently realize that vision, Starbucks leaders watch their people grow the business, and watch their profits grow as well.
Despite the company’s success, Starbucks leaders understand their current and future vulnerabilities. For example, the larger Starbucks grows, the harder it will be to foster the unique Starbucks experience. To put it simply, in the words of Howard Schultz, Starbucks has to work to "stay small while growing big". To that end, the future of Starbucks lies in its partners owing millions of positive daily interactions throughout the company.
Starbucks workforce has grown exponentially, from 100 in 1987 to more than 100,000 in 2006. Given Starbucks rapid and aggressive growth, its leadership faces the challenge of attracting quality people and training them in Starbucks way, all the while sustaining a culture in which employees excel at connecting with patrons.
1. Make it your own
2. Everything matters
3. Surprise and delight
4. Embrace resistance
5. Leave your mark
The impact of these principles transcends the Starbucks story and offers all business leaders an opportunity to greatly enrich their workplace. They demonstrate how an entrepreneurial spirit and extraordinary leadership skills can elevate a product or service and even change the way in which that product or service is delivered. These guidelines allow each of us to improve our workplace, whether by developing appealing new products, opening new markets, or just paying attention to the aspects of our business that we can readily enhance.
L3 INTERNATIONAL STRATEGIES (I) (Stratégies internationales en anglais TD)
The Club Med’s Global Strategy: Can the Club Med’s Holidaymaking Concept Work in Asia?
Magellan Marketing Approach: Any Marketing approach is based on the so-called four “Ps”: Product (the quality of what you want to sell on the market), Price (profitability for the customer), Place (channels of distribution: the small shop around the corner, supermarkets, outlets, etc. ) and Promotion (advertising campaigns, etc.). The Magellan Marketing Approach, named after a famous European navigator and explorer, is targeting the average consumer market, rather than the upscale market.
Upscale Strategy: An upscale Marketing Strategy is based on the segment of the market that can buy higher quality products or services at a higher price.
Institutional Investors: They are government-controlled organizations (for instance, institutions such as banks, insurance companies, etc. owned by government) that invest money in large blocks of shares at a preferential treatment, including lower commissions. They face fewer protective regulations because it is assumed that they are more knowledgeable about the markets the risks, therefore better able to protect themselves, the more so because they are backed by the government.
Fosun Properties: It is a limited investors’ company that went public on the Hong Kong stock exchange in 2007. It is one of the largest Chinese private companies. Its scope of business covers pharmaceutical and property development (real estate projects and new medical products created in research institutes and laboratories).
Segmentation of the Offer: The segmentation of the offer consists for a firm in dividing the market into segments corresponding to the needs and the financial means of the potential customers.
Segmentation of the Product: The segmentation of the product consists for a firm in categorizing the services or the product so as to meet better the customers’ requirements. For instance, in the Club Med’s strategy, single customers (upscale or average) do not have the same needs than those with their families.
Domestic Market (Chinese Domestic Market): A domestic market reaches customers inside a country, as opposed to the international market, which covers markets outside the country. Analyzing the Chinese holidaymaking domestic market, one needs to find out the number of potential customers who can afford to pay for vacations inside China. That implies knowing the income brackets, and spending power of the segment of would-be vacationers on the Chinese domestic market. Perhaps you select the top income and top spending urban population of three of the most well-off provinces in China (Shanghai, Beijing, Zhejiang, Jiangsu provinces).
Out-of-China Market: It is the international market, which involves currency matters, the appeal of the foreign offer to potential customers.
Potential Population Segment Targeted by the Club Med’s Concept: To determine the potential population segment targeted by the Club Med’s holidaymaking concept we need to assess some cultural factors. Is the G.O. idea appealing? Are activities for teenagers likely to seduce their parents? Is the family holidaymaking offer attractive to the Chinese? Are singles likely to be attracted by top notch services allowing them to make new acquaintances at the same time? Is having collective fun an appealing concept in Chinese culture?
NEXT WEEK’S ASSIGNMENTS
Melco China Resorts (Holding) Limited:
1) What at the top income and top spending urban population characteristics of four of the most wealthy provinces in China (Shanghai, Beijing, Zhejiang, Jiangsu provinces)?
Those people who are well-educated, well-paid and have the conscious of consommation for holiday
2) Determine the potential population segment targeted by the Club Med’s holidaymaking concept, assessing key Chinese cultural factors.
a) Is the G.O. idea appealing? Are activities for teenagers likely to seduce their parents?
Yes ,it’s a good idea.That means the customer can be more taken care of, dislike the normal trip ，a group of tourist follow only one guider.And the teenagers
b) Is the family holidaymaking offer attractive to the Chinese?
I think so
Bc Chinese think family is the most important（we pay much attention to family）.so the family holiday may work
c) Are singles likely to be attracted by top notch services allowing them to make new acquaintances at the same time?
Maybe it’s not a good idea unless the leftover ladies ,who are well-educated, well-paid and independent but can’t find right men marry with,or the people who want to make new acquaintances to the rich though the trip(maybe it’s heard a little urly,but consider of the high cost, which normal younger can afford?
d) Is having collective fun an appealing concept in Chinese culture?
Maybe it can be work ~Most of Chinese like make fiends,and get together having fun.but we don’t have idea whether the customer of club med’s like it,bc the target customer of club med’s are the high level people in China.That means,they have their own social groups,they don’t need participe in club med’s to make friends
e) Should the “French touch” be preserved?
Yes ,many Chinese are attrached by the concept from French,if the French touch can’t be well preserved,the CLUB MED will lose their competitive edge
The Club Med’s Global Strategy: Can the Club Med’s Holidaymaking Concept Work in Asia?
Magellan Marketing Approach: Any Marketing approach is based on the so-called four “Ps”: Product (the quality of what you want to sell on the market), Price (profitability for the customer), Place (channels of distribution: the small shop around the corner, supermarkets, outlets, etc. ) and Promotion (advertising campaigns, etc.). The Magellan Marketing Approach, named after a famous European navigator and explorer, is targeting the average consumer market, rather than the upscale market.
Upscale Strategy: An upscale Marketing Strategy is based on the segment of the market that can buy higher quality products or services at a higher price.
Institutional Investors: They are government-controlled organizations (for instance, institutions such as banks, insurance companies, etc. owned by government) that invest money in large blocks of shares at a preferential treatment, including lower commissions. They face fewer protective regulations because it is assumed that they are more knowledgeable about the markets the risks, therefore better able to protect themselves, the more so because they are backed by the government.
Fosun Properties: It is a limited investors’ company that went public on the Hong Kong stock exchange in 2007. It is one of the largest Chinese private companies. Its scope of business covers pharmaceutical and property development (real estate projects and new medical products created in research institutes and laboratories).
Segmentation of the Offer: The segmentation of the offer consists for a firm in dividing the market into segments corresponding to the needs and the financial means of the potential customers.
Segmentation of the Product: The segmentation of the product consists for a firm in categorizing the services or the product so as to meet better the customers’ requirements. For instance, in the Club Med’s strategy, single customers (upscale or average) do not have the same needs than those with their families.
Domestic Market (Chinese Domestic Market): A domestic market reaches customers inside a country, as opposed to the international market, which covers markets outside the country. Analyzing the Chinese holidaymaking domestic market, one needs to find out the number of potential customers who can afford to pay for vacations inside China. That implies knowing the income brackets, and spending power of the segment of would-be vacationers on the Chinese domestic market. Perhaps you select the top income and top spending urban population of three of the most well-off provinces in China (Shanghai, Beijing, Zhejiang, Jiangsu provinces).
Out-of-China Market: It is the international market, which involves currency matters, the appeal of the foreign offer to potential customers.
Potential Population Segment Targeted by the Club Med’s Concept: To determine the potential population segment targeted by the Club Med’s holidaymaking concept we need to assess some cultural factors. Is the G.O. idea appealing? Are activities for teenagers likely to seduce their parents? Is the family holidaymaking offer attractive to the Chinese? Are singles likely to be attracted by top notch services allowing them to make new acquaintances at the same time? Is having collective fun an appealing concept in Chinese culture?
NEXT WEEK’S ASSIGNMENTS
Melco China Resorts (Holding) Limited:
1) What at the top income and top spending urban population characteristics of four of the most wealthy provinces in China (Shanghai, Beijing, Zhejiang, Jiangsu provinces)?
Those people who are well-educated, well-paid and have the conscious of consommation for holiday
2) Determine the potential population segment targeted by the Club Med’s holidaymaking concept, assessing key Chinese cultural factors.
a) Is the G.O. idea appealing? Are activities for teenagers likely to seduce their parents?
Yes ,it’s a good idea.That means the customer can be more taken care of, dislike the normal trip ，a group of tourist follow only one guider.And the teenagers
b) Is the family holidaymaking offer attractive to the Chinese?
I think so
Bc Chinese think family is the most important（we pay much attention to family）.so the family holiday may work
c) Are singles likely to be attracted by top notch services allowing them to make new acquaintances at the same time?
Maybe it’s not a good idea unless the leftover ladies ,who are well-educated, well-paid and independent but can’t find right men marry with,or the people who want to make new acquaintances to the rich though the trip(maybe it’s heard a little urly,but consider of the high cost, which normal younger can afford?
d) Is having collective fun an appealing concept in Chinese culture?
Maybe it can be work ~Most of Chinese like make fiends,and get together having fun.but we don’t have idea whether the customer of club med’s like it,bc the target customer of club med’s are the high level people in China.That means,they have their own social groups,they don’t need participe in club med’s to make friends
e) Should the “French touch” be preserved?
Yes ,many Chinese are attrached by the concept from French,if the French touch can’t be well preserved,the CLUB MED will lose their competitive edge
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