In the Russian retail trade, the share of network trading companies is growing - and this is an objective pattern of the development of the consumer market. At the same time, expecting the arrival of metropolitan retailers, as well as international chains, in the regions of Russia, local trading companies are forced to think about acquiring competitive advantages and finding their place in the market. In the article, we will try to identify some trends in the development of regional retail chains.

The situation in the regions

Here are some figures and facts.

retail market

1. For a significant part of the regions, the stage of initial formation of retail trade networks in the food sector has been completed - three to five network structures have been formed in the region, occupying from 30-50% of the civilized market, and in some cases even more. In this case, typical is:

• multi-format retail;
• a model of the evolution of a regional retail network as a result of business diversification of wholesale trading companies.

Modern trading technologies

From the point of view of trade technologies, the following points are typical for regional network companies:

1. Self-service stores are rare;
2. With the exception of million-plus cities, the application of progressive technological solutions is in its infancy (for example, the use of bar coding methods is the exception rather than the rule);
3. The use of modern information technologies is limited to the use of solutions aimed at small businesses.

Online Retail Management Models

With all the differences in management models used by regional chain retailers, let's highlight some of their typical features.

1. In fact, a synthetic ("holding") management model is used
2. Mostly autonomous store management is practiced
3. In the vast majority of cases, only total records are kept in stores.
4. For most of the assortment, store managers work directly with suppliers. As a result, there is a weak coordination of the work of stores from the center

Tasks and development prospects

It is important to emphasize that the development of regional trading companies can be correctly considered taking into account the current tense expectation of the arrival of international retailers and Russian nationwide retailers in the region. Therefore, regional retail market operators are obviously interested in the following:

1. In creating competitive advantages compared to other retailers (reducing costs, using modern technological solutions, management methods and information technologies). To solve this problem, in turn, it is necessary:

• widespread use of bar coding methods for goods;
• accelerated introduction of quantitative-sum accounting in the trading network;
• centralization of the purchasing activity of a chain retailer;
• concentration of the trade network management apparatus in a single center;
• a significant reduction in business functions in stores and their transfer to managers working in the center;
• equipping points of sale with modern cash registers;
• implementation of an information system adequate to the tasks of network management.

One way or another (with the advent of competing trading companies in the region or with the formation and consolidation of regional trading companies), the present and future of the retail market is associated with the development of retail chains.

Building a network - new opportunities

It is known from world experience that chain trade can occupy up to 90% of the retail market in the country. This is explained by the fact that the network form of trade in itself is a competitive advantage over a stand-alone store (better conditions for suppliers, cost reduction, a popular brand, and so on).

The construction of a network retail trading company, as a rule, begins in three cases:

• during the construction of the second store;
• when a wholesale company decides to expand its business by opening "its" retail distribution channels;
• if there is a project to create a retail network (for example, when investment, manufacturing, oil companies are trying to diversify their business).

In order to answer the question: "How to build a trading network with competitive advantages?", Let's formulate the main tasks that need to be solved for the effective functioning of a network of retail stores.

1. Ensure the possibility of conducting a centralized procurement policy - the main factor in the formation of the competitive advantage of the trading network
2. Reduce costs, including for the control apparatus, to establish a competitive retail price
3. Increase the turnover of financial resources through a set of measures, the main of which is high-tech logistics
4. To ensure the solution of managerial tasks with a minimum number of managerial personnel, as well as the optimal placement of managers at the facilities of a trading company
5. Implement an effective assortment policy
6. Automate technological processes, providing a single information space and the relevance of information in real time

In addition, it is important for the company's management to decide on several issues:

1. Will the network be regional or nationwide? The task of building a nationwide network is a much more difficult task than a regional one. It can be solved in various ways, but we can talk about it if, at least, the task of managing a regional "bush" is successfully solved. It should be noted that one of the most difficult tasks of building a national network with a centralized method of control is the creation of an information system that provides "commodity" consolidation in the center.
2. Will the chain include stores of one or more formats? The presence in the network of stores of various formats significantly complicates the management of logistics in a trading company. Different store formats are characterized by different nomenclature - therefore, the quality management of the variety of assortments is the main condition for the effective operation of a multi-format network.
3. Which network management method to choose - centralized or decentralized? The advantages of a network structure can only be fully utilized with a centralized management method. In our opinion, there is no alternative to it, even when building a nationwide network. The only question is how to optimally distribute functions between the center and the localities in order to develop the initiative from below with full control from above.
4. What management model to use?

Efficient management is an important competitive advantage

It is obvious that the effective management of online retail is the most important non-copyable competitive advantage of the company. Unfortunately, the majority of domestic companies in this aspect significantly lose to foreign retailers. It should be emphasized that the management of a chain of stores is a much more complex process, and the cost of mistakes increases many times and is replicated with the growth of the trading network.

Here is a brief and very conditional classification of management models adopted in modern retail network trade:

1

An investing and synthetically consolidating financial center with practically independent economic entities - that is, an "investment" management model. It is used by a significant part of trading companies, which in fact are not network retailers in the full sense of the word (united by common investors or a trademark). Such a model does not make it possible to use the advantages of the network operator (significant dependence on the quality of management at each specific facility, on each specific contractor, there is no consolidation of purchases). In this case, "boxed" software can be used, autonomously automating the activities of one object (shop, warehouse, and so on).

2

The center that strategically determines the procurement policy (suppliers, product range and purchase prices), and independent trade objects in operational management - that is, the "holding" management model. This model is used by most of the Russian retail companies and at least implements one of the important tasks of a network retailer - the consolidation of the purchasing policy.

Most often, this management model is chosen by retail operators that do not have distribution centers (the functions of operational interaction with suppliers are delegated to store managers), as well as supermarket chains, where a high degree of efficiency of information about the state of retail facilities is not critical for the Center (it is possible to update information once a day). Advantages of the model: flexibility in the management of a particular store by local managers; can be used in the construction of retail trade systems on a national scale. However, the excessive growth of the administrative apparatus (high costs) negatively affects the price of goods.

3

A single control center delegates to stores the functions that are minimally necessary to participate in logistics operations for the movement of goods (ordering, inventory, repricing) - that is, a "centralized" management model. Most of the newly opened Russian network trading companies strive for it, especially those that have distribution centers, or that came to retail from wholesale. The reduction in costs and efficiency in the use of the administrative apparatus, with its concentration in a single center, is obvious and significant. In fact, in this case, we are dealing with remote control of retail facilities. This model gives a tremendous effect when all the company's business processes are regulated and unified. This model allows continuous control, which requires a permanent communication channel.

If it is possible to build such a channel and provide on-line operation with a single database server (preferably on low-speed channels), then this allows you to concentrate investments on a single server, reduce the cost of acquiring system and application software, and also reduce the staff of IT specialists. Of course, expenses will be required for building communication channels, but we must not forget that this will allow us to reduce the growth of the management apparatus by an order of magnitude with the prospective growth of the objects of a network trading company. According to our estimates, the total cost of ownership of an IT subsystem built on the principle of a centralized architecture is significantly lower compared to a distributed architecture*, not to mention savings on management personnel, increasing turnover and overall efficiency. An important requirement for an information system under these conditions is the possibility of its operation on the cheapest low-speed channels. Today, the vast majority of specialized systems offered on the market do not meet these requirements and, as a result, there is aggressive opposition from software vendors to such a solution. At the same time, full-fledged ERP-class systems, such as R / 3 by SAP or "One world" by J.D. Edwards, as well as some specialized systems, such as the Gestori system, satisfy these requirements.

What to do if the channel temporarily fails or it is impossible to lay it to some object? With the failure of the channel, the ability of the store staff to perform their functions within the information system, as well as the functions of the center managers related to the management of this remote object, is blocked. But with centralized management, the managerial functions of the store staff are minimized, and communication with POS-terminals by the center managers is discrete. Therefore, a short-term failure of the communication channel is not critical. In addition, if there is an alternative, albeit slower, communication channel (Internet or dial-up), the problem can be practically solved.

The situation is more complicated when it is not possible to conduct a communication channel to a specific remote object. Here there is a need not only to deploy an autonomous information system with the ability to exchange information with a central server, but also to place a control apparatus sufficient for the autonomous operation of the store. Thus, this object is actually connected according to the "holding" management model.

4

A model with a total concentration of management in the center and with a complete absence of management functions in the store, except for the release of goods to customers - that is, a "tray" management model. It has recently been used for the operation of some store formats, mainly for "hard" discounter chains. It is characterized by the absence of any information system in stores (only POS-terminals). This model is a modernization of the centralized model brought to the complete emasculation of managerial functions from the store staff. Center managers, receiving data from the POS terminal and processing the entire document flow in the system, fully manage all business processes in the trading company, except for the release of goods to the buyer. This becomes possible provided that all pre-sale preparation of goods is carried out at the distribution center of the company, and all goods delivered to the store directly from the supplier are marked and described in advance in the system.

5

There may also be a "hybrid" management model, when in one network there are objects managed centrally, and some stores can work according to the "holding" principle. This case is also interesting because, apparently, it will be more common among retail operators building nationwide networks. Moreover, regional "bushes" for the center can act as subdivisions operating according to the "holding" management model, within which, in turn, either a "centralized" or "hybrid" management model will be applied. It should be noted that the Gestori distribution system developed by FIT, along with the above ERP systems, allows you to implement a management model for a network trading enterprise.

__________________________________
* From the point of view of information systems, in most cases, Russian retailers use information systems with a distributed database architecture (each store has its own server with software and data). This allows you to organize virtually autonomous operation of stores and ensure the independence of the system in a single store. The problem with a distributed architecture is the difficulty of maintaining data consistency at the center. Great efforts of IT managers should be aimed at maintaining a single information space for the possibility of obtaining consolidated, primarily commodity, analytical reports in the center. It is important that with the growth in the number of stores, this problem becomes more acute and can lead to a loss of "management" of the entire network as a whole. Another disadvantage of this architecture is a multiple increase in the server park and the cost of system and application software and the growth of IT staff, which inevitably leads to a significant increase in the cost of ownership of the IT subsystem.

Vladimir Novikov, Technical Director of FIT

tags

Company Information France Informatique & Technologie (FIT)

Company FIT It has been operating on the Russian market for 30 years and is one of the leaders in the complex automation of super- and hypermarket chains. FIT is the developer of GESTORI Pro, the most popular automated network retail enterprise management system in the Russian market, DiAna: Digital Analytics Pro analytical system, POS-FIT-FR cash register system, loyalty and retail sales management system FayRetail.

Clients

FIT clients are more than 1,000 trading companies in Russia and Belarus, including more than 100 large networks of super- and hypermarkets, includingFIX PRICE, MAGNOLIA, KIROVSKY, LINE, MAXI HOUSE, GOLDEN APPLE, AVOSKA, iCRAFT, NATURA SIBERICA, RING, etc.

Awards

Company FIT - multiple winner of the "Golden Scales" award as the best automator of super- and hypermarket chains in the segments food, DIY, drogerie and others. National professional award "Golden Scales" is the highest professional award of the Russian Federation, awarded for outstanding achievements in the field of equipping trade enterprises.

In 2010 BI-system DiAna: Digital Analytics Pro became the winner of the review PC Magazine/RE "Best Programs 2010". The editors recognized the development of the company FIT a product that was among the most relevant, interesting and high-quality developments of 2010, which had a great impact on its market segment, setting new standards of quality and functionality.

GESTORI Pro System (Back-Office)

GESTORI Pro is a specialized software package for managing goods flow in super- and hypermarket chains, including a warehouse logistics management subsystem of the WMS class (Warehouse Management Systems), which takes into account and determines the location of goods at distribution and distribution centers. The flexibility and richness of the functionality of the GESTORI Pro system, the speed and ease of its implementation explain the steady growth in demand for it from retailers.

In the rating of the largest retail chains in Russia "INFOLine Retail Russia TOP-100 2015", the GESTORI Pro system is confidently leading in terms of the number of users: every fourth Russian chain FMCG and DIY , one of the top 70 companies in the industry, uses this development from FIT.

Distinctive features: reliability, scalability, use of industrial-grade development platforms, efficient remote access to the database using low-speed links. GESTORI Pro is logically complemented by the DiAna analytical system: Digital Analytics Pro, which belongs to BI (Business Intelligence) class systems.

DiAna: Digital Analytics Pro is a BI (Visual Data Discovery) class analytical system based on advanced In-Memory technology

Specialized in solving retail problems, the program helps to make informed management decisions based on the analysis of sales and inventory dynamics: help optimize the assortment and inventory, correctly determine the preferences of typical store customers, determine the most adequate prices that will maximize profit from sales of this product. Moreover, the system works as quickly and clearly as possible. Such capabilities are especially in demand when processing large amounts of data, when it is very important not to miss the logical thread of the manager's thinking because of waiting for the system's response. Thus, the formation of a graph of the dynamics of sales or stocks of a large trading enterprise for a year takes only a few seconds.

What makes the DiAna: Digital Analytics Pro system unique in the market is the use of adapted mathematical models for solving applied retail business analysis problems. Among them are modified for assortment analysis and planning methods of the Boston matrix, Dibb-Simkin, econometric models, etc.

Diana : Digital Analytics Pro - review winner BEST SOFT 2010", one of the best programs of the year according to the editors of the magazine PC Magazine/RE.

DiAna: Digital Analytics Pro is one of the few systems designed specifically to analyze the information of each individual check, sales at each individual checkout, up to the analysis of the workload of one or another shift of cashiers on it. This approach makes it possible to draw up a full-fledged portrait of the buyer, develop positioning taking into account his needs, up to taking into account the time of year, time of day and geographical location of the outlet, and on the basis of this, form a well-thought-out assortment and pricing policy.

An important feature of the system is its versatility in docking. DiAna: Digital Analytics Pro not only works with FIT's GESTORI Pro system, but can also be integrated with any other retail inventory management system already in use in the distribution network.

Front-end equipment and cash systems (Front-Office)

Company FIT is a developer and supplier of cash register systems n - line FIT - ONLINE -F and FIT - NEWLINE - F in accordance with the requirements of 54-FZ. Both cash systems are introduced by the company FIT in the State Register of CCP.

As an authorized supplier of NCR's PREMIER solutions in the Russian market, FIT sells and implements the full range of NCR's retail solutions, which include:

• self-checkout systems Self-Checkouts (FastLane SelfServ Checkout),
• POS-terminals (RealPOS),
• scanners, biooptical scanners and scanner-scales (RealScan),
• printers and other peripheral equipment (RealPOS Printers, RealPOS Peripherals),
• online kct,
• relevant software systems (SelfServ Checkout Software, Advanced Checkout Software, POS-FIT-FR).

Company FIT carried out the integration of the POS-FIT-FR cash system c software systems of NCR self-checkout systems fastlane SelfServ Checkout (SSCO) and Fujitsu U-Scan Genesis , the first in the Russian market to introduce self-service technology with a Russian client - in the Magnolia supermarket chain and one of the first among partners NCR - in the network of food supermarkets SEVEN.

NCR equipment and software are used by leading retail chains: Wal-Mart, Carrefour, Metro, Ahold, Target, Home Depot, Tesco and other members of the TOP-100 list of global retailers.

Among the Russian clients of NCR are the largest retail operators: Magnit, X 5 Retail Group , "Auchan", "Magnolia", "Globe", "Maxidom", SPAR and others.

Effective service support for all supplied equipment is carried out by a network of technical service centers (TSC), which FIT is actively developing throughout the country, being an applicant for a whole range of online cash desk models in the register of cash registers.

In the XX century. A chain of stores is two or more trading establishments under common ownership and control, selling goods of a similar range, having a common purchasing and marketing service, and possibly a similar architectural design.

Both world and Russian experience confirms that merging stores into a single network is the most effective way to develop retail trade.

Benefits of network trade are as follows:

• taking into account the territorial segments of the target market, it is possible to place goods with a change in space;
• in accordance with consumer preferences, it is possible to change the range of goods and form an attractive assortment at competitive prices;
• the size of the networks allows them to purchase large quantities of goods. while receiving maximum discounts and saving on transport costs;
• centralization and a high level of management of all commercial activities through the involvement of qualified specialists make it possible to avoid many of the shortcomings that are typical for a separate store;
• it is possible to diversify the types of activities, taking into account the increase in efficiency;
• reducing unit costs by saving on promotional costs by buying advertising that is profitable for their stores and attributing the cost to a large number of goods;
• the ability to combine the functions of wholesale and retail trade;
• chains give their stores a certain freedom so that they can compete successfully, taking into account local consumer preferences.

In developed countries, trading networks have captured the entire market space. All other retail outlets (small shops, shops) occupy no more than 4% of the market.

In Europe, network trading controls 70-75% of retail turnover, and in Russia - at the level of 20-30%.

In general, there is a tendency for the development of retail trade according to the European scheme, i.e. on consolidation of retail trade networks.

Trading networks with more than 10 stores are called in the world trade practice trade chains.

According to experts, a trading network can be effective when it includes 20 stores. Today, the well-known Pyaterochka chains include 69 economy-class supermarkets, the Perekrestok chain of stores includes 46 retail outlets, Kopeyka - more than 20 stores, Knaker, Seventh Continent - more than 15, Ramstor - more than 12. Other networks are also actively developing: Dixy, Avoska, Azbuka Vkusa.

Network trade market in Russia for the period 2002-2009. increased by almost 2 times. The most developed chain trade is in Moscow, where the degree of penetration of chain trade is now 45%, in Russia as a whole - 20%. However, in comparison with other countries, the level of concentration of network trade in Russia is quite low.

Main conditions for creating retail chains are:

• concentration of the network management apparatus in a single center;
• centralization by ;
• reduction of commercial functions in stores and their transfer to the managers of the center;
• introduction of quantitative and cost accounting in the trading network; equipping the stores included in the network with modern cash registers and machines;
• use of bar coding methods;
• implementation of an information system corresponding to the tasks of the chosen management model.

Network trade is characterized by modern store formats, determined by the assortment, the size of the trading area, forms and methods of service. New store formats, modern and huge malls are developing. Retailers are equipped with advanced business technologies and modern premises. All this cannot but affect the competition, which begins to intensify and is conducted not only in the price range.

Retail trade sets, its types, classification

Retail trade requires an appropriate material base. The basis of the material and technical base of retail trade is the trading network.

In GOST R 51303-99 “Trade. Terms and definitions”, which entered into force on January 1, 2000, defines the concept of a trading network.

Retail trade network - is a collection of retailers and other trading units located in a certain area for the purpose of selling goods and serving customers, or under common management.

This is the main organizational and technical link through which goods are brought to the consumer and their needs for a variety of consumer goods are satisfied.

The retail trade network provides an opportunity to quickly, conveniently, with a minimum expenditure of effort and time, purchase the necessary goods and services in conditions of free choice in a convenient quantity, not far from the place of work and housing.

Retail network structure characterized by the following indicators:

• the ratio of food and non-food trade enterprises;
• the share of the fixed network in the total number of trade enterprises;
• the share of specialized stores in the total number of trade enterprises;
• used forms of sale and methods of service;
• the ratio of retail space used for the sale of certain groups of goods;
• the ratio of retail and non-trade areas of the store;
• the duration of the use of the retail space during the day (working hours);
• the ratio of the total area of ​​a trading enterprise located in detached, built-in and attached buildings;
• the share of stores provided with refrigeration equipment, including enterprises selling perishable goods;
• the average size of the sales area of ​​one store.

The study of retail trade using the main classification features provides information about its quality, relative size and importance, the impact of external factors, as well as the organization of sales at a separate enterprise.

The retail trade network can be classified according to various criteria.

depending on the conditions under which the sale is carried out, it can be stationary or non-stationary.

Fixed network located in specially equipped buildings and structures intended for sale and purchase.

Rice. 14.1. Types of retail network depending on the terms of sale

The stationary retail network is represented by a retail network (shops) and a small retail network (pavilions, kiosks, stalls, vending machines).

Retail network represents a set of trade enterprises interacting on the basis of a single coordination determined by the external environment. This network includes specially equipped buildings (shops) that sell goods and services to customers for their personal, family and home use.

Small retail trade network includes pavilions, tents, stalls, kiosks. The small-scale trading network has great flexibility, the ability to quickly deploy and get as close as possible to customers, and its construction and operation does not require large expenditures.

The development of a small retail trade network does not require large investments, it allows using cheap materials for its construction. Many outlets are open 24/7.

The small retail trade network sells food and non-food products of a simple assortment and everyday demand. It complements the network of stores during the seasonal sale of vegetables, fruits, flowers, drinks, and is also used as an independent trade in tobacco, confectionery, books and magazines, newspapers, ice cream.

The disadvantages of a small-scale retail network are the narrowness of the assortment, the lack of convenience for customers when choosing goods, the difficulty in creating proper conditions for storing goods and monitoring compliance with trade rules.

Pavilion - this is a closed, equipped building of light construction, having a trading floor and a room for storing inventory, designed for one or more jobs.

Unlike stores, it offers a narrower range of goods and fewer conveniences in customer service.

Kiosk - this is a closed building equipped with commercial equipment, which does not have a trading floor and premises for storing goods, designed for one workplace, on the area of ​​\u200b\u200bwhich the inventory is stored.

Tent - this is an easily erected prefabricated structure that does not have a trading floor and premises for storing goods, designed for one or more workplaces. Inventory, designed for one day of trading, is placed on the area of ​​one or more workplaces of the seller. The work of tents is most often seasonal (the sale of vegetables, fruits, stationery by the beginning of the school year).

Stall - a building equipped with commercial equipment that does not have a trading floor and a room for storing goods, designed for one workplace of the seller.

A variety of small retail chains are vending machines("vending" - automatic trade) - are used to sell goods through automatic devices. They can be used for the sale of piece, packaged goods, drinks.

They install vending machines in stores, in the territories adjacent to them, as well as in crowded places (at railway stations, in parks, in cafes, on the streets, etc.). Through them they sell not only small piece packed products, but also drinks - coffee, freshly squeezed juices, hot sandwiches, cigarettes, confectionery. In recent years, the sale of services has become widespread - payment for cellular communications, charging mobile phones, etc.

Trade through vending machines is especially actively developing in the USA, Japan and China. The number of vending machines per 1000 inhabitants in these countries ranges from 2 to 14 units and exceeds 5 million units. This is one of the most impersonal forms of selling goods. Such a widespread use of trade through vending machines abroad is associated with the possibility of using modern forms of payment for goods (credit cards), the development of specialized production of goods for sale through vending machines (special packaging, disposable tableware, etc.).

The advantage of trading through vending machines is a significant acceleration of the process of selling goods, reducing the cost of maintaining staff, and unlimited working hours.

Despite the undeniable advantages, trading through vending machines in the CIS countries is developing extremely slowly (including due to the withdrawal of metal coins from money circulation).

Small retail trade is governed by the Model Rules for the Operation of Retailers.

Non-stationary trading network - This is a mobile trading network. It is mainly used to serve small and remote settlements where there is no stationary trading network. This form of trade organization is characterized by great mobility and the ability to bring goods as close as possible to consumers. It is most often carried out by individual entrepreneurs or some organizations in easily dismantled tents, car shops, tank trucks.

According to the standard GOST R 51303-99 “Trade. Terms and definitions” non-stationary trade functions in the form of delivery and peddling mobile trade.

Delivery trade is carried out with the help of car shops, trailers, wagon shops, ship shops, i.e. using specialized or specially equipped vehicles.

The most widespread are autoshops, which are used for commercial services in rural areas; in places of agricultural work (sowing, harvesting), harvesting, mass events (fairs, bazaars, exhibitions and sales) and recreation of the population; on farms and distant pastures.

Trade through car dealerships and in large cities is becoming more and more widespread. It is carried out by enterprises producing dairy, meat and some other food and non-food products. Such trade is organized in the most lively and adapted places.

Delivery trade is very common abroad - signs are made in the same style, delivery trucks and trailers are painted the same way, and each manufacturer strives to deliver its goods directly to the consumer.

Pegging trade is carried out by direct contact of the seller with the buyer at home, in institutions, organizations, enterprises, transport or on the street. It is used for servicing in recreation areas, on railway platforms, stadiums, on trains, airplanes: confectionery, ice cream, flowers, newspapers, books and some other goods are often sold this way.

Overseas, this form of sales has evolved into a developed industry of personal selling by independent agents.

Thus, in the United States, peddling (at home, at the workplace, through specially organized presentations at the home of one of the potential buyers) is widely used to sell cosmetics, jewelry, household appliances, jewelry, dietary and gourmet foods, encyclopedias, and educational literature. .

In France, the largest share of home sales is for cars, books, textile and beauty products, and fine wines.

This form of trade organization ensures the maximum approximation of the goods to the consumer and direct contact between the seller and the consumer, which allows for effective personal selling.

By business size, their number in the network is distinguished:

• large (more than 150 m 3);
• medium (up to 150 m 3);
• small (up to 50 m 3).

Forms of integration:

• horizontal:
  • corporate,
  • voluntary;
• vertical:
  • retailers with manufacturer,
  • retail and wholesale businesses,
  • mixed integration.

Horizontal networks unite enterprises that are at the same economic level. This is an association of two or more trading enterprises that are homogeneous in terms of functional significance and product profile and are owned by water. The largest horizontal retail chains are Magnit (operated by OAO Tander), Pyaterochka, Karusel, Dixy, Seventh Continent, Perekrestok, and Kopeyka.

Horizontal networks are a form of equal cooperation of enterprises that implement individual functions and activities. They can be corporate (they have one owner, a single controlling body, centrally purchase goods and offer a similar assortment) and voluntary (a group of independent retailers who have organized a trade association). Voluntary associations include the retail chains Starik Hottabych, M.Video, Sportmaster, Seventh Continent.

Horizontal networks can be single-format, i.e. consist of enterprises of the same type (for example, the Krasnodar chain Magnit operates in the format of a discounter) or multi-format, which includes several formats (for example, CJSC Trading House Perekrestok includes a supermarket, hypermarket, U Doma store).

Vertical retail chains are based on the principles of subordination and command. They unite functionally dependent manufacturers, intermediaries, sellers and consumers of a given product. Such networks are formed on the basis of the subordination of adjacent links in the distribution of goods to one of the participants in the channel, which has the greatest potential and dominates in it. Such networks are also called intersectoral. They can be formed by:

• associations of retail enterprises with manufacturers (company trade);
• associations of retail and wholesale enterprises (large distribution companies create their own outlets);
• diversification (formation of financial-industrial groups and large intersectoral complexes - concern "Babaevsky").

Retail trade networks are formed on the basis of franchising, buyout and construction of new stores.

There are transnational (international) and national networks.

Transnational (international) networks develop by opening trade enterprises in different countries (for example, German chains Aldi, Metro, Obi, Dutch Spar, French chains Auchan, Carrefouer, American WalMart, Russian Ramstore, Swedish Ikea).

Nationwide networks can be:

• federal - they develop stores in several cities of Russia (for example, the Krasnodar network Magnit, St. Petersburg's O'Key, Moscow's Seventh Continent, Perekrestok, Karusel, Line, Kaliningrad "Victoria", "Quarter" );
• local - they work on the scale of one city (for example, "Lightning" in Chelyabinsk, "Bakhetl" in Kazan, "Coin" in Magnitogorsk, "Kupets" in Yekaterinburg, "In 2 Steps" in Rostov-on-Don).

In a network retail organization, various management models can be applied.

So, "investment" the management model is based on the creation of an investing and unifying financial center with independent economic entities. With this model, management tasks at the center are simplified, and network enterprises can be more proactive in their commercial activities. However, the disadvantage of such management is the lack of coherence in procurement activities and dependence on the quality of the work of commercial services.

This shortcoming is devoid "holding" a model in which the center determines the procurement policy, but the objects of trade are independent in operational management. This model allows more flexible management of stores. But with such management, the costs are high due to the excessive growth of the administrative apparatus.

The most effective model of a network retail organization is "centralized" model. It is based on the fact that a single control center delegates to stores the functions that are minimally necessary to participate in operations related to the order, inventory and repricing of goods. The use of such a model makes it possible to reduce costs and more efficiently use the management apparatus when it is concentrated in a single center, but at the same time, reliable communication with the stores that are part of the network must be ensured.

The greatest savings in technical and labor resources are provided by using the "tray" management model, based on the complete concentration of management in the center and the almost complete absence of management functions in stores. The information system is located in the central office, the entire management apparatus is concentrated here. With such a system, direct deliveries of goods to stores are practically excluded.

In practice, a "hybrid" model can also be used, in which some stores are managed centrally, while the other part can work on a "tray" or "holding" principle.

Network trade is characterized by modern store formats, determined by the assortment, the size of the trading area, forms and methods of service. New store formats, modern shopping centers and huge malls are developing. Retailers are equipped with advanced business technologies and modern premises. All this cannot but affect the competition, which begins to intensify and is conducted not only in the price range.

Types of retail network by type of assortment

The range of goods is an important feature of the classification of a retail chain. The number of commodity items presented to the buyer is determined by the format of the store. One of the areas for improving the retail trade network is its specialization, which facilitates work and increases productivity, and has a positive impact on the quality of customer service.

On the basis of product assortment, they distinguish: universal retail chains, specialized chains, networks with a mixed assortment of goods, networks with a combined assortment.

Universal retail chains sell a universal assortment (all groups) of food or non-food products. Examples of such networks are supermarkets (Perekrestok, Magnit, Tabris), hypermarkets (Pyaterochka), department stores (Kalinka Stockmann, Moscow, Stylish City), and Detsky Mir department stores.

Specialized retail chains(including highly specialized ones) sell one group of goods or part of a product group. This allows us to provide customers with a deeper and richer assortment, to have closer ties with suppliers, and to reduce paperwork. In specialized enterprises, there are better conditions for studying consumer demand, more opportunities for offering customers services. Representatives of specialized retail chains are M.Video, Eldorado, Vysshaya Liga, Sportmaster, Bibabo, Positronika, Mir, Ekonika, Technosila.

Specialization is influenced by scientific and technological progress, the needs of people, and the growth of monetary incomes of the population. In this regard, highly specialized retail chains for the sale of perfumery goods (L "Etoile, Ile de Beaute", "Arbat Prestige"), fine wines ("Fragrant World", "Delicate World. Wine and Cigar Gallery"), fashion clothing, cell phones ("Evroset").

Chains with a mixed assortment of goods sell certain types of food and non-food products. This group includes enterprises in which specialization is not observed and other goods are sold along with the main assortment (Auchan, O "Ksy").

Chains with a combined assortment they sell several groups of goods connected by a common demand or satisfying any needs of buyers (“Repair Goods”, “City of Craftsmen”, “Diet”).

Today in Russia there is a universalization of trade enterprises, the number of mixed stores is growing. For food trade, the development trend is universalization, for non-food trade - an increase in specialized and highly specialized stores.

Characteristics of the retail trade network by the level of retail prices

The price performs an extremely important function, which is to receive income (profit) from the sale of goods. The achieved commercial results depend on the prices. The price serves as a means of establishing certain relations between the enterprise and buyers, it affects the competitiveness of the enterprise.

The retail trade network according to the pricing policy unites the following enterprises:

• below the living wage discounter, "stock stores", store-warehouse, food markets, mini-marques - you, "second-hand", thrift stores;
• corresponding to the subsistence level - markets, consumer goods; Cash and Carry stores;
• exceeding the cost of living (elite):
  • grocery stores - supermarkets, specialized stores, hypermarkets;
  • non-food stores - boutiques, showrooms, discount stores, specialty stores or specialty stores.

The market requires an individual approach to the needs of buyers. Intensified competition in the retail market leads to the fact that the price factor remains the most important for the majority (60%) of Russians. A large differentiation in the level of consumers' incomes forces trading enterprises to focus their activities on certain market segments.

There are no more than 30 large retail chains in Russia (having not three or four stores, but several dozen, or several stores in more than five regions of Russia).

The easiest way to classify retail chains is by consumer segment; they differ not only in prices, but also in the choice of goods, the design of retail space and service.

Luxury/Premium Networks - classic gastronomes focused on premium products and consumers with incomes of "above average and high" ("Fashion Grand Laskala").

For wealthy buyers. offering high quality goods, with a high culture of service at appropriate prices. Boutiques, showrooms, discount stores, supermarkets, hypermarkets, department stores, specialized and highly specialized chains are opening. These include the Globus Gourmet, Stockmann, Azbuka Vkusa and Seventh Continent Five Stars chain stores.

Economy class stores - the most common and popular. The main promotions in stores in this segment are discounts. Therefore, discount stores, Cash & Carry stores, mini-markets, warehouse stores, manufacturer's branded stores, food markets are intended for economical buyers of the food chain, second-hand stores, commission stores, or "stock stores ”, retail outlets of manufacturers, TV store, consumer goods.

The largest economy class chains include Pyaterochka, Kopeyka, Dixy, Kaliningrad's Victoria, Kvartal, Deshevo, Krasnodar's Magnit, Kazan's Edelweiss.

Discounters - These are networks with a universal assortment, working on the self-service method and selling everyday goods at low prices, which are ensured by minimizing maintenance costs, low-quality equipment, and cheap store decoration. As a rule, they are located not in the center of the city, but in "sleeping" areas and are aimed at all residents of nearby neighborhoods.

Studies show that there is an increase in the proportion of consumers who, when choosing a store, prefer the quality of goods and a wide range. Therefore, in order to increase the number of potential consumers, retail chains are actively developing multi-format: retail chains are characterized by the development simultaneously in several formats - "convenience store", supermarket and hypermarket. Auchan is developing a network of Auchan hypermarkets and Atak discounters. The Dixy chain initially focused on discounters, but now it has decided to open stores in other formats - hypermarkets and convenience stores. Seventh Continent develops three formats at once - a convenience store, a supermarket (Five Stars, Universam) and a hypermarket (Nash Hypermarket). The Magnit chain of stores opened Tander supermarkets and began to develop the hypermarket format. Lenta opens a chain of convenience stores called Norma. X5 Holding, created through the merger of Pyaterochka and Perekrestok, is developing a network of Pyaterochka economy supermarkets, as well as Perekrestok supermarkets and hypermarkets.

The last decades are characterized by the rapid development of new forms of commercial organizations that do not correspond to the traditional idea of ​​building and managing companies. They are characterized by high flexibility, specialization and emphasis on relationship management and communications. Elements of the network economy are especially characteristic of the sphere of commodity circulation.

The network economy is defined in the European Commission report as “an environment in which any company or individual, located anywhere in the economic system, can communicate easily and at minimal cost with any other company or individual to work together, to trade, to exchange ideas and know-how or just for fun" 1 .

Despite the fact that the terminology appeared 25 years ago, the phenomenon of the network economy, network, network organization for the Russian market is quite new.

The network organization is an intermediate form between the market and the hierarchy. Interfirm cooperation helps to reduce transaction costs associated with obtaining information and exercising control.

The marketing classic F. Kotler speaks of a network organization as a coalition of interdependent specialized economic units with their own goals (independent firms or autonomous organizations) that operate without hierarchical control, but they are all involved in a system with common goals through numerous horizontal connections, mutual dependence and exchange.

For a network of retail stores, the characteristics given in Table. 14.2. Network development

Table 14.2

Systematization of the main features of the trading network

1 Status Report on European Telework: Telework 1997 // European Commission Report, 1997.

The first form of trade management is carried out through partnerships at the horizontal level.

All partners in the retailing system are bound by legal (contractual) obligations, where, according to their agreements, the issues of distribution of profits, responsibility, and sharing of resources are prescribed. The partner is interested in finding and attracting customers in his direction, as he receives a percentage of the profit for this, but in addition, he also receives a stable income from participating in the partnership.

The development of a network form of trade management is carried out within the framework of partnerships at the horizontal level.

A network of retail stores is an organizational form of intra-industry cooperation on a regular basis to achieve commercial goals. This form of network cooperation allows you to maintain incentives for development, combining intensive cooperation in those areas where it leads to joint benefits.

The specificity of retail network trade lies in the integration of small enterprises specialized in a certain range of related and complementary goods and localized geographically. A multilateral agreement is concluded between the participants of a small cluster (group), which implies the creation of a legal entity or operates within the framework of the interaction of the participants (the distribution of revenue is prescribed according to the contribution of each of them). The cluster unites the resources of the participants and controls the quality of customer service. A centralized supply, inventory and sales management system is being created to ensure that the needs of traditional customers and the market as a whole are met.

Therefore, association in such business clusters is the only way to save small firms in the face of globalization and increasing competition. Each participant receives the benefits and the opportunity for sustainable, efficient functioning in the market.

The onslaught from foreign companies requires domestic retailers to use new methods of trade and efficient technologies.

The network form of cooperation of domestic retailing allows:

• increase adaptive flexibility to environmental factors;
• expand the range of services provided, improve their quality;
• increase material, financial and human resources by combining them;
• implement strategically important business projects that were not available to individual participants;
• strengthen competitive positions relative to larger market entities.

The centralization of commercial activity allows online trading to avoid many of the disadvantages that are typical for a separate store. An isolated store "over the money" to create an attractive assortment at competitive prices.

The trade network is characterized by modern forms of service.

The main feature of the form of service is the format of the store. Store format - a set of characteristics of the store, which determines the assortment, size of the trading area, forms and methods of customer service.

It should be noted that the network trade is based on the franchising system.

Franchising is a form of long-term commercial cooperation between several firms, in which the franchisor transfers the rights to sell its goods and services to another firm - the franchisee - which simultaneously receives the rights to use the trademark, marketing technologies, service standards, corporate design and business reputation of the franchisor . The basis for interaction within the framework of franchising is a franchise.

A franchise is a set of exclusive rights, consisting of the right to operate under the trade name and (or) commercial designation of the franchisor, the right to trademarks, trademarks, etc., the right to use commercial information belonging to the franchisor.

One of the first examples of business franchising in Russia was the opening of the first fast food restaurant of the global franchise system. McDonald's. Today, one can observe the active development of this franchisee, the opening of new eateries throughout the country.

One more company dealing with business franchising should be singled out. This is the Russian-Venezuelan enterprise Rosinter. He manages such restaurants as Combis, Rostiks, Patio Pizza, Artistico, Saita Fe, American Bar & Grill.

A franchise network is a form of network cooperation between a franchisor (a large well-known trading company with an operating chain of operations) and franchisees - little-known companies. The network creation technology provides for the transfer by the first party on a commercial basis to the second party of a license for production and management, marketing technologies, know-how and trademarks. The franchisor provides partners with services in the form of supplying unique equipment, organizing a distribution network, advertising, training personnel, standardizing the quality of products and services, receiving for it a permanent compensation specified in the contract, and payment for the relevant goods and services.

The franchisee company is an independent business entity that, under a franchise agreement, is obliged to comply with product quality standards, technologies for production and service operations. At the same time, the franchisor reserves the right to control the obligations assumed under the franchise. The franchising system benefits all parties to the contract. For franchisees, working under the brand name of a well-known retail chain is a guarantee of the survival of the business and a strong motivation for its development. According to statistics, only 15% of independent trading companies survive on the market, while among franchised small businesses, one in seven out of eight successfully develops.

The franchisor, as the initiator of the creation of a corporate network, is highly interested in increasing the volume of sales, which does not require large investments. The franchisor must have tried and tested replicated trading technologies and methods of managing the trading business, including high-quality management. The amount of income must be sufficient to return the invested capital and strengthen corporate influence in the sales segments. For the franchisor, in the development of network trading, there is a risk of possible competition from new franchisees who have been trained and initiated into the secrets of corporate know-how.

In Russia, the franchising system has all the prerequisites for rapid development. Any company that is going to act as a franchisor should remember that when creating a distribution network, it is important to take into account many factors.

Initially, the franchisor needs to have a popular brand. But in our market, not all companies have a really well-promoted trademark. It is the brand that is an intangible asset, the lease of which brings income to its owner in the form of "brand capital".

When creating a franchising system, the franchisor performs the following functions:

• market research and selection of the location of the future outlet in various regions of the country, taking into account the prospects for the development of network trade for the next five years;
• development and planning of retail premises, taking into account the basic standards of the franchisor using corporate technologies, working drawings for the repair and redevelopment of retail space with the flexible use of leasing elements;
• providing franchisee companies with business advice in the field of business planning, development of sections of a standard franchise contract;
• development of instructions for the algorithm of actions and performance of operations, as well as trading standards for the franchisee company. Forms of reporting, policy directions for hiring performers, their motivation are proposed;
• creation of a comprehensive program of training and retraining of managers, as well as training of executors of the franchisee company in order to successfully replicate technologies and know-how of corporate business.

For the successful operation of the franchise network, each franchisee is assigned a central office manager, who, in turn, advises, controls and provides prompt assistance. At the same time, marketing plans for the development of trade and recommendations for advertising, laying out samples on the trading floor and effective promotions for trade are offered.

The onslaught from foreign companies requires domestic retailers (retailers) to use new methods of trade and efficient technologies. For foreign companies, the Russian market is extremely attractive in terms of its scale and possible income. These companies have advantages not only in the latest forms, methods, technologies, but also in large investments. Well-known transnational corporations Wal Mart, Aldi, Carrifour control in some countries of the world from 60-90% of retail turnover.

Therefore, the network of domestic retailers is forced to actively use elements of marketing in order to adapt flexibly to foreign competitors and market changes. The work of the Wimm Bill Dann company in the field of organizing merchandising in the retail chains of the Seventh Continent store gives a positive experience. In 2003 alone, the company managed to increase its turnover by 6 times.

Both world and Russian experience confirms that merging stores into a single network is the most effective way to develop retail trade. In Europe, network trading controls 70-75% of retail turnover, and in Russia - at the level of 20-30%.

According to experts, a trading network can be effective when it includes 20 stores.

Today, the composition of the well-known Pyaterochka chains includes 69 economy-class supermarkets, the Perekrestok chain of stores includes 46 retail outlets, Kopeyka - more than 20 stores, Knaker, Seventh Continent - more than 15, Ramstor "- more than 12 .

In Russia, chain stores are actively developing with a smaller area - up to 400 square meters - these are Knaker, Dixy, Pyaterochka, Avoska.

The advantages of network trading are obvious: it is known that large suppliers always strive to work with large customers. Therefore, purchase prices, delivery conditions for the central office of network trading are always more attractive than for any isolated outlet.

The centralization of commercial activities in network trading avoids many of the disadvantages that are typical for a separate store. An isolated store "over the money" to create an attractive assortment at competitive prices.

An approximate construction of the central office of network trading is shown in fig. 7.3.

Rice. 7.3.

The trading network is characterized by modern forms of service, the main feature of which is the store format - a set of store characteristics that determines the assortment, size of the trading area, forms and methods of customer service.

Conventionally, the formats can be subdivided according to the sales area:

• - for mini-markets (bentams) - 90-400 sq. m;
• - supermarkets, supermarkets, discounters - 400-3000 sq. m;
• - hypermarkets - over 300 sq. m.

Supermarket - a department store with a sales area of ​​more than 400 sq. m, which sells a wide range of more than 5,000 items, in the mode of high customer service.

Classical supermarkets include shops of trading houses "Perekryostok", "Seventh Continent", "BIN", "Azbuka Vkusa". They are characterized by a large assortment (5,000-12,000 items), good quality of service, higher prices than in ordinary stores, with a high trade margin of 30%.

As a rule, supermarkets are focused on buyers with an average income.

The format of the "economical" supermarket is more in line with the super- and hypermarkets "Ramstore", "Paterson", the prices in which are somewhat lower than in the "classic".

"Soft" supermarkets include stores of the Mini-Perekrestok, Kopeyka, and Avoska chains. The main mission of such a store is to provide customers with quality goods at affordable prices for a somewhat limited assortment of goods (1500-2000 items). At the same time, a minimum of personnel, a simplified layout, and limited service are provided.

The world has accumulated rich experience in the functioning of retail chains through discounter format stores.

A discounter is a retail grocery store that represents a shortened version of a supermarket both in terms of the location of the facility and in relation to the assortment, trading technologies, prices, and service.

The main idea of ​​the non-commissioned disc is the lowest possible prices with guaranteed quality of goods and ease of maintenance. This becomes possible in the mode of complex provision from the distribution center, which provides several outlets at once at low purchase prices, with a guaranteed assortment. As a result, there is a significant reduction in the cost of maintaining management personnel.

The city government, after transforming many wholesale markets into shopping centers, made a bet precisely on the unter disk format.

Two types of non-commissioned discs can be distinguished.

The first type is traditional non-commercial discs, which provide buyers with a minimum sufficient assortment in the in-line technology mode. Discounters "Pyaterochka", "Mini-crossroads" can be attributed to this type.

The second type is distinguished by more modern equipment of the trading floor, its design, and marketing solutions for product promotion. Discounters of "Kopeyka", "Spar" networks belong to this type. This format actively uses marketing communications to organize tastings, advertising campaigns and other promotions by merchandisers of finished product suppliers, but at the same time affordable prices are maintained.

For example, the work of the non-commissioned officers of the Kopeyka networks is based on adaptation to the operating conditions of the trading technology of the ALDI network company. All refrigeration and cash register equipment is purchased from a number of used ones, which saves more than 40% of the cost of a set of equipment. This allows the store to set fairly low prices.

Practice has shown that the characteristic features of the work of discountneters are:

• o centralization of management of purchases and delivery of goods to points of sale;
• o limiting the range of product groups to everyday goods;
• o lack of warehouses in stores, operations for the acceptance of delivered products from the central warehouse;
• o simplicity of the trading process and self-service;
• o full interchangeability of sales staff with a minimum number of discounter employees.

The hypermarket is a one-stop shop with over 5,000 sq. m, which sells a wide range of goods (food and non-food) mainly by self-service.

An example of a hypermarket is the chain of stores of the Turkish company Ramenka, which built the first hypermarket in Moscow in 2000. Today, the number of such hypermarkets is much higher; they function as large self-service shopping malls with a moderate trade margin of 15%. Here, at reasonable prices, various food products and industrial goods of more than 30,000 items are offered. In addition, Ramenka's hypermarkets have their own bakeries, so customers are always pleased with fresh pastries.

In the hypermarket "Ramenke" of 20,000 sq. m of retail space for the main food hall allocated 7000 sq. m, and the rest is occupied by numerous outlets of other European companies, cafes, bars. More than 10,000 people pass through cash registers every day, and on holidays there are more than 25,000.

Hypermarkets are characterized by regular seasonal sales with 30-50% discounts, advertising and entertainment shows with drawings of checks, free prizes, and contests.

Since 2000, the government of the Moscow region has also joined in the construction of hypermarkets, allocating 20 large land plots for the construction of shopping malls within the framework of the target program "Governor's Ring".

It should be noted that the franchising system is used as a basis for network trading.

Franchising (literal translation - "preferential entrepreneurship") is a form of long-term commercial cooperation between several companies, in which the franchisor transfers the rights to sell its goods and services to another company - the franchisee, which simultaneously receives the rights to use the trademark, marketing technologies, standards service, corporate design and business reputation of the franchisor.

The system of franchising in network trade is presented in fig. 7.4.

Rice. 7.4.

As can be seen from fig. 7.4, the distribution network is headed by the franchisor company, which, through the concluded franchise contract, receives the rights to organize trade through the established network of stores.

The franchisee is an independent business entity that, under a franchise agreement, is obliged to comply with product quality standards, production and service operations technologies. At the same time, the franchisor reserves the right to control the obligations assumed under the franchise.

The franchising system is beneficial for all parties to the contract. The franchisor is highly interested in increasing the volume of sales, while not requiring large investments. For franchisees, work under the brand name of a well-known trading network is a guarantee of the "survival" of the business and the motivation for its development. According to statistics, it is known that among independent trading companies only 15% survive on the market, while among franchised small enterprises every 7 out of 8 companies successfully develop.

For the franchisor, in the development of network trading, there is a risk of possible competition from new franchisees who have been trained and initiated into the secrets of corporate know-how.

In Russia, the franchising system has all the prerequisites for rapid development. Any company that is going to act as a franchisor should remember that when creating a distribution network, it is important to consider the following criteria.

Initially, the franchisor needs to have a popular brand. But in our market, not all companies have a really well promoted trademark, while it is the brand that is an intangible asset, the lease of which brings income to its owner in the form of "brand capital".

The franchisor also needs proven trading technologies and high-quality management methods. The amount of income must be sufficient to return the invested capital and strengthen corporate influence in the sales segments.

In the field of trade, two variants of franchising networks are used: commodity franchising and business format franchising.

Under the conditions of commodity franchising, the franchisee becomes an independent seller of goods in the assigned territory and the exclusive representative of the franchisor's trademark. The main condition of this transaction is that the franchisee undertakes to purchase goods only from the franchisor and completely refuses to sell similar goods from other manufacturers that may compete. This franchising system is actively used by manufacturing companies and wholesalers. In the Russian market, within the framework of trade franchising, the chains of the Monarch and Ekonika companies - selling shoes - are successfully operating.

A more costly franchising system is business format franchising. McDonald's, Seventh Continent, and Kopeyka chains are developing according to this type. In this case, the franchisee requires high skill and strict adherence to established quality standards, trading technologies, distribution and promotion systems, as well as service standards. The regulation of all operations must be observed, starting with finding a place for a store and ending with job descriptions for each performer.

Business format franchising is understood as a single organizational structure that is typical for any retail chain store, including branded clothing, corporate culture and social responsibility to customers.

This division of the franchising system is highly arbitrary, since in practice there is a mixture of the main elements of these systems.

When creating a franchising system, the franchisor performs the following functions:

• o market research and selection of the location of the future outlet in various regions of the country, taking into account the prospects for the development of network trade for the next 5 years;
• o development and planning of retail premises, taking into account the basic standards of the franchisor using corporate technologies, working drawings for the repair and redevelopment of retail space with the flexible use of leasing elements;
• o providing franchisee companies with business advice in the field of business planning, development of sections of a standard franchise contract;
• o development of instructions on the algorithm of actions and performance of operations, as well as trading standards for the franchisee company. Forms of reporting, directions of the policy of "hiring" performers, their motivation are proposed;
• o creation of a comprehensive program of training and retraining of managers, as well as training of executors of the franchisee company in order to successfully replicate technologies and know-how of corporate business. In many cases sales training centers are being set up. Training of a sales consultant with secondary specialized education is 5-7 days. According to such programs, senior managers of trading floors, accountants, cashiers, merchandisers are trained in the internship mode, in order to successfully organize advertising campaigns. For the manager, an internship is provided in the existing store of the network.

For the successful operation of the franchise network, each franchisee is assigned a manager of the parent company, who advises, controls and provides prompt assistance. At the same time, marketing plans for the development of trade and recommendations for advertising, laying out samples on the trading floor and effective promotions for trade are offered.

For each franchisor, it is important that the main participants of the trading network regularly undergo retraining on a paid basis for 3-5 years.

Network trading in Russia has confirmed its viability. This was achieved as a result of the centralization of the management of procurement and marketing systems; equal partnership of all network participants; using market penetration strategies; marketing forms and methods of trade organization and sales promotion.

In general, a favorable situation has developed for the development of franchising in the country, in which civilized forms of trade confidently win, as well as a clear focus on customer requests.

The main task today is the training of qualified personnel in the field of network trade, capable of raising the national economy to a higher level.

Introduction

Currently, in the regions of the Russian Federation, such a sector of the economy as retail trade is in a stage of rapid growth. In recent years, dozens of retail chains have appeared on the domestic retail market. Developing since 1994, network trading has covered a significant geographical area and has become almost the driving force behind the increase in the turnover of consumer goods throughout the country.

Analysts call the period 2007-2009 the most active period in the development of Russian chain retail. It was during these years that the greatest revitalization of the activity of food companies in the Russian market was observed, a system of network economic ties was formed.

By the end of 2009, the formation of the main formats of Russian trade was completed, multi-format (operating in several formats at once) networks appeared. Initially trading only in Moscow and St. Petersburg, large retailers began active regional expansion, developing, improving their supply system, and by the beginning of the second decade of the 21st century, retail has become one of the most developed Russian trade industries.

Analysts attribute such a rapid development of food chains in Russia primarily to the growth of the country's economy: high prices for crude oil and natural gas, the main export commodities, as well as high demand for them in the country. The growing economy is supported by the growth in the level of income and expenses of Russians. Now in Russia all chain grocery stores are divided into six formats according to the type of trade in them:

1. Supermarkets

2. Hypermarkets

3. Cash and Carry

4. Discounters

5. Convenience stores

6. Premium and super premium gastronomes

According to RBC estimates, in mid-2011 there were about 140 grocery chains of all formats operating in Russia with various supply systems. And now the number of networks continues to grow steadily. In addition, in addition to significant federal players in the industry, their intention to enter the Russian retail market in 2005-2009. announced several world leaders in retail http://inpit.ru/.

In other words, the Russian retail market today is in a state of dynamic development, there is high competition between retail chains. By rationally using existing commodity supply systems, they offer the widest range of goods for every taste, increasingly gaining consumer loyalty.

The essence of network trading and the dynamics of the development of retail networks

As you know, a trading network is a set of trading enterprises located in a certain territory under common management. It is not surprising that networks have gained such popularity among buyers, because they provide the opportunity to make purchases of goods and receive services as quickly and conveniently as possible. This is achieved by providing a wide range of goods presented in the distribution network, as well as the proximity of the location of retail outlets included in the distribution network to the place of work or residence of consumers. A retail trade network is created to purchase, transport, store and sell goods, as well as to conduct financial and informational activities, including those related to advertising.

Merchants that are part of the network can carry out sales in the traditional form - through the counters, as well as in the form of self-service, sales by samples, sales with an open display, by phone, using vending machines, through catalogs, via the Internet.

A retail chain may include stores of various formats. In the Russian Federation, as noted above, the following formats are developed:

1) Supermarkets - large self-service department stores offering up to 35,000 items of goods. Supermarkets sell mainly food products (virtually a full range of food and beverages) and a limited range of non-food products (usually household paper products, soaps, laundry and dish washing powders, sanitation and hygiene items, paperback books, indoor flowers and plants, etc.).

2) Hypermarkets - retail stores that combine the principles of a self-service store and a store divided into sales departments. A hypermarket differs from a supermarket by a large trading area (from 10,000 m 2) and a significantly expanded assortment (from 40,000 to 150,000 items). Hypermarkets sell non-food products along with food products: non-food products in hypermarkets make up 35-50% of the total assortment.

3) "Cash and Carry" - self-service stores that provide customers with the opportunity to purchase various goods wholesale and retail, for cash. "Cash & Carry" offer customers a wide range of household goods. Stores operate on several price lists, depending on the volume of purchases. The main customers of stores of this format are wholesale and small wholesale buyers, so making a purchase involves the conclusion of contracts.

4) Discounters - stores with a narrow assortment and a minimum set of services for customers, with fairly low prices. Discounters - economy class stores; the management of such a store is aimed at reducing costs due to the minimalist execution of the trading floor, simplified display of goods, reducing the number of employees and limiting the assortment, which should be sold in large enough lots due to low prices.

5) Convenience stores - small stores designed to meet the current needs of nearby customers. Often they are located directly in the house itself, on its first floor. The assortment of such a store should be as balanced as possible and consist of consumer goods, since purchases "near the house" are made daily and include the main goods of the consumer basket.

6) "Premium" and "Super-premium" class stores - stores with an expanded range of high quality goods, including gourmet and exotic goods sold at high prices. Stores of this format are distinguished by elite commercial equipment, a trading floor with special design solutions, and sometimes contain their own cafes, bars and stands for sampling products Bragin L.A. Retail trade: current trends and development prospects. - M .: GOU VPO "REA im. G.V. Plekhanov", 2009. - S. 100.

For 2006, the situation with store formats in the Russian Federation was as follows:

Rice. 1. The share of stores of various formats in the retail network market in the Russian Federation in 2006

Figure 1 shows that the most popular formats in 2006 were two formats: "hypermarket" and "discounter", their market shares are 39% and 33%, respectively. Significantly inferior to them "supermarkets", occupying 20% ​​of the network market. And the share of other formats in the market share of network players accounted for only 8%. Convenience stores had a small area, which was very inconvenient for customers, and besides, there was a limited assortment. "Cash & Carry" and "premium and super premium gastronomes" had a very low level of development, because. they are the "youngest" network trading formats in Russia http://inpit.ru/.

It should be said that as of today, the situation has not actually changed.

Rice. 2. Dynamics and structure of retail space growth of 90 largest retailers in Russia.

At the end of 2010, discounters and hypermarkets continue to occupy the largest share in the structure of retail space. As for the supermarket format, the market is undergoing a process of changing the concept, the main elements of which are an increase in the share of fresh products and a decrease in the share of non-food products. In addition, some retailers refuse to develop this format and close or reformat their supermarkets into discounters. Opportunities for the development of the convenience store format for federal networks are practically absent, and franchise projects are still limited Burmistrov M. Retail trends // Opinion, 2011, No. 1.

Accordingly, the toughest competition has unfolded in the field of discounters, supermarkets and hypermarkets, and its main participants are the retail chains presented in Table 1 - the most famous Russian retailers today.

Tab. 1. Ranking of the largest retail chains in Russia by citation in the media in 2010-2011

These companies are today leaders in the field of various economic indicators http://torgrus.com/.

In particular, in terms of the total number of stores, two players are leading in the country: the Krasnodar company Magnit LLC, operating in the format of discounters (Magnit stores) and X5 Retail Group, which develops various retail formats (Pyaterochka, Perekrestok, Mercado-Supercenter ). The same networks are leaders in the field of revenue.

Rice. 4. Revenue of the TOP-10 networks, billion dollars Burmistrov M. Retail trends // Opinion, 2011, No. 1 .

That is, based on the data, we can say that at the top of the list of the largest networks are such market players as X5 Retail Group, Magnit, Auchan Group, Seventh Continent, selling food products. At the same time, according to the Federal State Statistics Service of the Russian Federation, the growth rate of retail sales of food products in 2009 was significantly lower than in previous periods: the turnover of food products increased by only 12.3%, while the turnover of non-food products increased by 17%, 6%.

The fact is that in accordance with the general growth of the Russian consumer market, the structure of the consumer basket of Russians is growing and changing towards Western consumption standards: the share of food products is decreasing, while the share of consumer services and the share of non-food products is growing. The share of food products in the consumer basket of an average Russian has decreased from 45% in 2002 to 35% in 2010. It is no coincidence that almost half of the 14 largest chains in the Russian Federation are retailers in the field of non-food products http://torgrus.com/.

In connection with the acquisition of popularity among buyers, retail chains began active geographical expansion. However, now the main focus of network trade is still Moscow and St. Petersburg.

The capital remains the most important region for the development of network trade. It is from here that the main expansion of national networks is carried out, foreign networks began to work here for the first time, and new formats and technologies are tested here. Today, the capital has about 60 food and 50 non-food retail chains of various sizes, over 70 shopping centers, more than half of which meet all modern requirements http://inpit.ru/.

St. Petersburg does not lag behind its fellow metropolis: the share of chain grocery stores in the structure of retail retail in it is more than 60% Lobanovsky A. Trading networks: who controls St. Petersburg // Delovoy Petersburg, 2010, No. 7.

As for the regions, according to RosBusinessConsulting analysts, despite the small number of chains so far, the development of food retail in them is faster than it once developed in Moscow and St. Petersburg. Experts attribute this to a number of reasons: better business models; cheaper and longer loans; experience in the development of federal companies. This leads to the fact that the increase in the turnover of network trade in the regions is higher than in the capital cities, and the main growth is provided by companies operating in one or several regions of Russia. However, the pace of expansion of the trade "web" is constrained by a number of socio-economic and ethnic factors that are specific to individual regions of Russia and which make the national market extremely heterogeneous in terms of the level of urbanization of the population.

Therefore, in some parts of the country, the market remains discrete, while in cities small stores are quickly giving way to large-scale retail, and the purchasing habits of citizens are becoming more and more “Western”. The trade expansion of chains has just begun, and, taking into account the vast geography of Russia, we can safely say that they have room to grow and where to improve Magomedova A. Retail chains conquer the regional market // Food Promotion. Prod & Prod, 2010, No. 2.