Retail trade network. The emergence of a network structure in retail

According to the official data of Rosstat in 2014, the turnover of retail chains in our country has increased significantly. The share of retail trade turnover of retail chains in the total volume of retail trade turnover in the Tambov region in 2009 was 12.4%, in 2013 - 22.2%. Active growth in our area is difficult to ignore.

Online retail trade demonstrates high growth rates, being one of the fastest growing sectors of the domestic economy. It should be noted that there is an outpacing dynamics of sales of network retail compared to the all-Russian dynamics of goods turnover. The strengthening of the dominance of chain retail, the intensification of sales of retail chains are due to the activation of business network technologies, the trend towards an increase in the concentration of retail capital and integration interactions of the business environment, which is in line with global trends. At the same time, the level of saturation with network retail in Russia lags behind foreign countries, in which the share of retail chains is about 60-90% of the industry's turnover.

The number of subjects of the Russian Federation is increasing, in which the share of chain retail accounts for over 20% of trade turnover, and in 28 subjects in 2011 the share of chain structures exceeded the average Russian level; the number of regions where retail chain stores are not present is decreasing, which indicates a trend towards a steady and consistent growth in the consumer market networkization in the regional context. The undisputed leaders in the development of retail chains and the provision of the population with modern retail formats among the constituent entities of the Russian Federation are still the cities of federal significance - Moscow and St. Petersburg, where retail chains in 2012 formed 21 and 50% of the retail trade turnover, respectively. They are followed by million-plus cities - Novosibirsk, Yekaterinburg, Omsk.

The maximum number of chains opened their stores in Moscow - 93% of federal and 97% of international chain retailers. It should be noted that according to the results of 2012, the capital of our country, according to the experts of the leading international consulting company CBRE , entered the top five cities in the world in terms of the number of global brands represented - over 43% of their total number. The second place in terms of the number of network brands in Russia belongs to the cities of St. Petersburg and Yekaterinburg. Representation of brands of retail chains is also high in cities with a smaller population - Krasnodar, Voronezh, and this is not so far from our region, which accordingly suggests the idea of ​​​​an imminent flooding of our region. But is it as good as it seems at first glance?

The process of trade networkization has led to the concentration of the trade industry. Leading companies have appeared, their financial power and influence on the subjects of the consumer market are increasing.

The globalization of retail trade has led to significant changes in the relationship between retail chains and manufacturers, the essence of which is a tough confrontation between retailers and manufacturers of goods for the redistribution of profits. Chain retail in Russia has reached a level of consolidation that allows dictating its terms to suppliers. There is an active struggle for shelf space, since it is the retailer's shelf space that determines the manufacturer's market share. This makes it possible for network retailers to dictate conditions for suppliers to "enter the network".

And so, online retail - a network of single-format (rarely multi-format) stores united by one owner, a single system of logistics, purchases, a single product policy. All this allows you to further reduce costs, which means offering the buyer prices for products much lower than in non-network outlets. Due to the low price and the constant availability of the main assortment, the availability of retail outlets, chain retail attracts a large number of consumers and receives a large profit due to turnover. As practice shows, these are not all methods of earning that networkers resort to. It seems to you, as consumers, that you yourself choose the goods that are needed on the shelves of supermarkets. But this is by no means the case. And it's not even about layout, merchandising and other systems for promoting goods. And the fact is that on the shelves began to appear not the best product in terms of quality and characteristics, but the one that paid for its presence on the shelves of this particular network. And we want to tell you that manufacturers spend huge amounts of money on the purchase of shelf space in networks, which leads to an increase in the cost of the product, and hence its final rise in price. This is especially pronounced in the alcohol segment. Why manufacturers do not refuse the services of "networkers"? Yes, because the networks actually make 80-90% of sales of the manufacturer's goods, because there are practically no other distribution channels, retail outlets left. Here networks also dictate the conditions.

But the troubles of manufacturers (suppliers) do not end there. There is also some competition between the networks, and therefore the networks are still puzzled by how to lure customers from opponents. How to do it? Yes, it was price reduction promotions (remember the yellow and red price tags) for the key products in demand this season. Do you think networks lose profit on this? You are wrong. Manufacturers are also given conditions under which they are required to participate in these promotions and promote their product, otherwise the sales of a competing manufacturer will be many times higher and your product will have to be removed from the shelves as unclaimed by consumers. As a result, for the duration of the promotion, the manufacturer (supplier) cuts his margin. Knowing in advance that they will have to participate in the race for the client at their own expense, the manufacturer initially puts “funds for marketing” into the cost of the product, which again contributes to the rise in the price of the product.

The network racket does not end there. There is also such a "tax", which is called "network entry". That is, you, as a supplier, can later separately buy yourself a shelf space so that the consumer can see you, but before that you must also pay an (annual) fee for being present in the network’s product matrix, and so that local buyers can, in principle, order these items . In some regions, they tried almost at the legislative level to abolish these "entrance taxes in the network", but they did not succeed in eradicating them.

In addition, contracts between chains and suppliers are written in such a way that the supplier bears almost all responsibility for the goods on the shelves, and payment from the chain occurs only after the sale of the goods from the shelf. In general, the networks have almost no risks left.

This is how the chains put suppliers in an extremely difficult framework and dictate their terms. But in the structures of the networks there are still "buyers" (buyers) who are responsible for some separate direction (for example, groceries or alcohol). And they are also people and want to live well. For a fee, many (yes, almost all) agree to lobby your interests as a supplier in their network and seek certain privileges. And here it is necessary to “bash” so that sales are successful. Do not be surprised, corruption in our country has gone too far and flooded almost all areas of activity.

Using the example of the food market, it becomes clear why trading in our country is more interesting than producing something.

There is another important nuance - the markup of the network itself. If we take large cities where almost all grocery chains are present, which means that competition is high, then the markups in the chains hold each other back. So, for example, it happens in Moscow, St. Petersburg, Veliky Novgorod and many other cities. For example, such chain stores as Magnit, Pyaterochka, Begemot coexist in the Tambov region, and Auchan appeared not so long ago. But there are large cities that large federal networks still cannot fully enter, as they are hindered by certain people in power who have their own interest in selling local networks. Here in such cities, these same local chains are impudent also in their margins. A striking example is Perm, where, in fact, only two main networks dominate: "Family" (the interest of the former governor of the region Chirkunov O.A.) and "Vivat" (the owners of the network are quite authoritative people in certain circles).

Do not forget that to The key point of retail is publicity and accessibility: anyone can make a purchase, receive a service. But is it right that the product that reaches the store shelves is determined not at all by the demand of buyers, but by the amount of the bribe?

So imagine now what overheads lie in the cost of the product on the shelves in the networks. I think you understand whose pocket this affects in the first place.

Upon request on the main performance indicators of medium-sized enterprises in January - December 2014, the Territorial Body of the Federal State Statistics Service for the Tambov Region provides the following data as of March 17, 2015:

So it turns out that own production in the Tambov region is not developed, and financial income does not allow to get on the shelves of chain stores. And the further, the more this gap will increase. It is possible that soon there will be no room for small businesses at all. And this is not a small problem, since in addition to the bankruptcy of entrepreneurs, many people will be left without work. The regional budget will also have big financial losses.

There are still solutions, for example, with chain retail can actively involve regional producers in its logistics schemes based on best practices, including those that have not been widely developed in global chain retail. One such example is the experience of the Altai trading network "Maria Ra", which implements private labels as part of the "brand house" strategy, involving regional producers for their production, as well as in order to expand the sale of goods and independent retailers. This strategy allows, to some extent, to preserve production in the territory, ensuring the sale of goods of local producers not only in its network, but also on trading floors that are not part of it. Also, using the example of Ogonyok and Ekonom, entrepreneurs can unite and develop their network in the region.

It is quite possible that Russia will still be able to find its way out of this difficult situation, relying on the experience of the West, but taking into account the interests of the regions.

Vitaly Vutnans,
President of TRO Fund "Sobiz Invest"

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 food 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 complexes 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 company 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.

Consider the advantages of network trading. As part of the implementation of network marketing, all participants in the market turnover have obvious advantages. Buyers can purchase in one place a sufficiently large number of goods at affordable prices.

As a rule, chain stores are located very conveniently for customers, i.e. near metro stations, large shopping and industrial centers.

Domestic producers also have the opportunity to receive significant benefits from cooperation with supermarkets as a result of close contacts in the formation of large potential orders, reducing the risk of late payments, constant feedback and timely adjustment of the production program in accordance with customer requests and real network trading opportunities.

Network marketing allows you to manage trade globally, adopting the best methods from the experience of world leaders. Today in Russia, everyone knows the large-scale chain stores of the largest transnational corporations IBM, Du Pont, Philips, Danon, Mariott, etc.

Network marketing allows you to apply unified strategies for market penetration, the creation of unified trading technologies, the introduction of unified logistic forms and service standards. Uniform standards of prices and quality service create a circle of regular customers and attract new ones. As a result, the network grows and develops.

Network marketing management from a single center allows you to increase revenue by reducing the total cost of marketing communications, optimizing traffic routes and economical use of mobile transport, organizing PR campaigns for successful positioning and strengthening your reputation

The main thing in the network marketing management system is the consistency of the goals of the main business partners, the understanding of mutual interests and the desire to strengthen competitive positions.

The main risks of network trading are expansion when capturing a profitable territory for opening new outlets, negligent trading technologies, blurring of target audiences of buyers as a result of the desire to simultaneously satisfy the needs of the middle class and low-income buyers.

Plans and programs for the management of goods and goods movement

Network marketing management is an integral system of management decisions on the company's market participation through a separate network of independent traders under the sign of a single brand. The network marketing management scheme is shown in fig. 10.2.

Rice. 10.2. Network Marketing Management Diagram

The objective of network marketing management focuses on distribution strategies, successful promotion and positioning of goods and services. The solution to this problem largely depends on the solvency of the population, the competitiveness of goods and services, the breadth and attractiveness of the assortment, the affordable price threshold and the competence of the marketing team, which is responsible for the quality and service of customer service.

To successfully solve the target task, it is necessary to know the many small details that form customer requests. It is the network trading format that allows you to catch them, since trading technologies imply the continuity of the chain according to the scheme:

Control

Part ill. Strategic and operational marketing planning

manufacturer, distribution centers, discounters, supermarkets, customers. Discounter - a small store with a fairly limited range of trade (1500-2000 items), low prices and services. The trade margin is minimal in the range of 10-20%.

In this mechanism, feedback from customers to the manufacturer performs a key function in the formation of consumer demand as a result of mirror reflection of the most demanded goods and services. As can be seen from the above fig. 10.2, the block of organizational forms of network marketing management includes distribution centers, discounters, supermarkets and boutiques as representatives of branded network trade.

Retail network structures perform the following logistical functions:

1. Provide economies of scale by allowing all retailers in the network to bear a lower level of unit costs.

Replicate successful retail technologies developed for individual retailers, thus leading to increased efficiency of the entire network as a whole.

3. Through the creation of distribution center systems, the length of the supply chain from the manufacturer to the final consumer is shortened and thus more efficient.

4. Have the ability to build more advanced logistics systems than individual retail outlets.

5. Constantly struggling to reduce the level of retail prices, and, accordingly, to reduce the level of purchase prices, retail chains initiate the process of reducing the overall level of logistics costs in the supply chain.

An example of the implementation of one of the most important retail logistics functions is given in the box.

SHOULDER GET SHORTER

The problem is that retailers today are trying to move distributors and wholesalers out of the chain from production to the shelf in the store. Today, many manufacturers work with retail through intermediaries who take care of the delivery of products. Dealing with intermediaries means manufacturers will have to deal with logistical problems differently.

Almost all network retailers say that the time of intermediaries is a thing of the past. “We are very actively working to reduce the “shoulder” of food delivery,” says Dmitry Voznesensky, commercial director of the Victoria group of companies (chains of stores and supermarkets Deshevo, Kvartal, Victoria). “Today, we have a fifty-fifty ratio of direct supplies from manufacturers and supplies through distributors, but we are constantly working on changing this proportion in favor of direct supplies, as for us this is one of the ways to reduce the cost of the product.” In the Kopeyka supermarket chain, 80% of the goods are already purchased directly from manufacturers and, according to Andrey Nikolaev, director of the marketing department of the chain,

Accordingly, the company seeks to bring this figure to 100%: “We do not want and will not pay an intermediary 5-10% of the cost of the goods only for rewriting invoices and creating an extra burden on the wallet of our buyer.”

In this regard, there is a problem of logistics, delivery of goods to the store. Today's logistical relationships between producers and traders are far from ideal. The first complain about the poor work of the receivers in the stores, too long the period of passage of goods from the store warehouse to the shelf. The second believe that manufacturers in general are not ready to establish effective logistics, and for the same reason as production as a whole: they live too fat and do not know how to count money. Oleg Vysotsky from Pyaterochka says: “We are faced with the fact that 90% of our suppliers simply do not know the cost of their own logistics. The decision to develop logistics on its own or outsource it often depends on the propensity of the manufacturer to one or another type of activity, but not knowing the cost of logistics is a crime against your own business.”

Today, manufacturers spend a lot of money to create their own transport divisions and logistics centers. According to Nikolai Agurbash, Mortadel has its own vehicles and delivery service. Evgeny Sidorov from the Moskovsky agricultural complex said that the company was forced to create a large transport workshop, purchase imported vehicles with a climate control system necessary for fresh greenery, organize round-the-clock work of this unit, etc. And this, according to Mr. Sidorov , "high costs and big headaches".

According to Dmitry Voznesensky from Victoria, developing your own logistics is not the right decision for manufacturers: it diverts human and financial resources, it is difficult to achieve efficient use of transport without special knowledge, so you should still bet on outsourcing. Although retail operators admit that the logistics services market lags behind the development of retail, and quite a lot.

However, according to Mr. Voznesensky, the situation will change: “The number of logistics companies will increase - I know examples when distribution companies change the direction of their activities, turning into logistics companies, which is very important in the light of the actions of retail operators to exclude distributors from the chain ". For many wholesalers, this will be practically the only chance to stay on the market.

Source: Expert magazine. 03/13/2006. No. 10 (504).

As we have already shown in the introduction, logistics in a broad sense is understood by us not only as a chain management methodology

supply chain, but also as a tool to improve business efficiency by improving the process of supply chain management and cost control.

Thus, the formation and development of network structures in retail trade is the implementation of a logistics methodology - retail trade networks optimize the supply chain, reduce the overall level of logistics costs throughout the chain.

In the West, and in particular in the US, large retail corporations have long swallowed up individual retail outlets, and even small retail chains of 20-30 stores by Western standards.

Recently, retail trade networking has been taking place in the Russian Federation. Although initially the growth rate of the chains' market share did not allow them to hope for a quick capture of the retail market, the events of recent years show that the growth in the share of chain structures is far from being linear. This is due to the fact that the construction of network structures in the Russian Federation takes place not in an evolutionary way, as in the West, but in a revolutionary way. Once retailers realize the need to create retail chains (otherwise they will not survive), they will use all possible ways to integrate their enterprises in order to create retail chains. In Russia, new types of retail chains appear, and will appear not gradually, as happened in the West, but almost simultaneously.

Network retail trade in the Russian Federation has passed the following main stages:

1. The emergence of non-state retail trade after the start of the development of market relations in the USSR. At this stage of development, the first commercial stores appeared - "lumps". Since the main initial capital was formed during this period in the field of import-export operations, in the financial sector and in the field of wholesale trade, retail trade was a set of scattered outlets, each of which belonged to different owners. A number of experts consider 1992 a milestone, after which the real development of modern retail trade in the Russian Federation began.

2. Emergence of store conglomerates. After several years of successful operation of modern retail enterprises, groups of enterprises belonging to one owner began to appear on the market. On the one hand, these quasi-networks were formed by the accession by the owners of successful

Chapter 3, Retail chains

retail outlets of those stores that were not very successful (example: a group of stores operating under the Cosmos-Market brand in St. Petersburg in 1995-1997, or a group of Ajax retailers that existed in the same period of time ). On the other hand, some large business structures have made a decision (as we now understand, a very far-sighted one) to enter the retail market. An example is Alfa-Bank, which invested in the creation of the Perekrestok company (translation of the French word carrefour - copywriters of Russian advertising agencies at all times were not so much creative as inventive). These conglomerates of stores (we call them that because they were not networks in the modern interpretation of this term) were of various formats - these groups of trade enterprises, numbering no more than 8-10 outlets, included stores ranging from 100 to 2000 square meters. m. Also, these retail entities were characterized by disorganized procurement and management (often each of the trading enterprises that were part of the conglomerate carried out these operations without coordinating their actions with the leadership of the "brothers" in the association), different standards of customer service, etc. 3. The emergence of the first chains of stores created using Western technologies. The initiators of this process were specialists who understood the basic principles of the functioning of networks - standardization, unified management and centralized distribution of goods. Ramenka, the operator of the Ramstor supermarket chain, the first Western retail company to deploy a full-scale chain in Russia1 in St. Petersburg at ul. Savushkin in 1991. Unfortunately, the company continued further expansion only in 2005, opening a second store in one of the shopping centers in St. Petersburg. How can you not remember the phrase from the commercial: "We are Finns, we are not in a hurry ...".

1 Few people know that the very first Western retailer in the market of post-Soviet Russia was the Finnish company Tradeka, which opened the SuperSiva store (one of the largest retail chains in Finland). - Note. ed.

Retail logistics: how to build an efficient network

4. The first leaders of network trade were the Moscow troika - Ramstore, Seventh Continent and Perekrestok. In St. Petersburg, the first chain was the large-scale Mega-mart chain, which was developed by the large wholesaler Uniland. (Currently, the company's focus has shifted towards the development of the Dixy discounter chain. The number of stores in the Megamart chain has not changed since 2000.) Naturally, at the initial stage of development, each of these chains lacked some features (the presence of a distribution center, a relatively clear "format" of retail outlets, etc.) of modern retail chains.

5. Creation of fully functional networks in the Russian market. This process went in two ways - “top-down” (accumulation of significant financial resources by a group of investors and implementation of a large-scale investment program in the retail market, the most striking example is Pyaterochka) and evolutionary (by expanding the activities of retail operators who started their operations from a local presence in one of the regions and gradually increased their presence in the market, examples are Lenta, Seventh Continent, Perekrestok). Of course, only with the beginning of this process did the Russian retail trade enter the current stage of development.