Consumer Insight Remaja Pada Seating Area Convenience Store 7-Eleven

Total Page:16

File Type:pdf, Size:1020Kb

Consumer Insight Remaja Pada Seating Area Convenience Store 7-Eleven Jurnal Komunikasi, Volume VII Nomor 2, September 2016 CONSUMER INSIGHT REMAJA PADA SEATING AREA CONVENIENCE STORE 7-ELEVEN Jusuf Fadilah Program Studi Periklanan Akademi Komunikasi Bina Sarana Informatika Jl. Kayu Jati 5 No.2, Pemuda, Rawamangun, Jakarta Timur [email protected] Abstract This study sought to determine consumer insight teenage consumers in seating area 7-Eleven conve-nience stores. While the research object is the 10 consumer teenagers hanging out at the 7-Eleven convenience stores. This study used a descriptive research design with qualitative approach, which is characterized by ac- tivities of collecting data and interpreting descriptive data about the situation experienced in order to explain the meaning corresponding to the phenomenon under study, through observation and interview approaches that focus on adolescent consumers who hang out at convenience stores 7-Eleven. Based on the findings ob- tained by the authors, this study found four categories of consumers teenagers who hang out at the 7-Eleven convenience stores, namely: Sevelgadget, Sevelita, Sevelholic and Sevelmix, where these categories represent of teenager who love to hang out in seating area 7-Eleven convenience stores. This research provides advice to consumers teenager who likes to hang out at the 7 -Eleven convenience stores to spend their time more wisely, also suggestions for the seating area providers, to better maintain and improve facilities and infrastructure seating area so consumers, especially consumers adolescents feel comfortable to spend time there. Keywords : Consumer Insight, Seating Area, Convenience Store 7-Eleven I. PENDAHULUAN layanan, kebersihan dan kerapihan store, keramahan pelayan serta suasana store yang Di Indonesia, khususnya kota besar, meny-enangkan. Pelanggannya juga berbeda, mini-market tumbuh dengan pesat. Jaringan mini- minimarket biasanya didatangi oleh ibu rumah market seperti Indomaret dan Alfamart, menu-rut tangga middle low untuk belanja keperluan data Nielsen, terus bertumbuh dan makin hari seminggu, namun conve-nience store didatangi semakin meningkat jumlah pelanggannya. Di sisi oleh karyawan dan mahasiswa middle up untuk lain, convenience store selain 7-Eleven seperti berbelanja kebutuhan saat itu. Karena fungsi dan ampm, Lawson dan Circle k bertumbangan. 7- pelanggan yang berbeda, pada umumnya desain Eleven menjadi satu-satunya jaringan toko juga berbeda. Convenience store memiliki convenience store yang bertahan hingga saat ini, desain modern yang atraktif dengan pewarnaan dan terus tumbuh. Conve-nience store sendiri ruan-gan dan cahaya yang diatur dan pengaturan diposisikan berbeda dengan mini-market. Produk rak den-gan tinggi yang cukup agar terkesan luas, yang disediakan oleh convenience store lebih sementara minimarket dengan desain standar. sedikit dibandingkan dengan minimarket, Pada intinya, ke-nyamanan di convenience store walaupun luas toko pada umumnya hampir sama menjadi faktor utama. dengan minimarket. Pelanggan biasanya Convenience store 7-Eleven tidak pernah mendatan-gi convenience store untuk membeli sepi pengunjung, convenience store tersebut buka barang-barang yang segera digunakan. selama 24 jam sehari. Pengunjung mulai dari Convenience store juga buka 24 jam 365 hari anak sekolah, mahasiswa, karyawan, dan orang dalam setahun. Minimarket biasanya tidak buka dewasa yang sekedar bekumpul reuni bersama 24 jam sehari 365 hari setahun, dan ba-rang- temannya, melakukan meeting atau bahkan barang yang disediakan biasanya untuk dibawa sekedar sarapan. Salah satu konsumen yang pulang. Banyak perbedaan lain yang terdapat sering berkunjung ke convenience store 7-Eleven. antara convenience store dan minimarket. Jika adalah remaja. Rema-ja merupakan salah satu kebanyakan minimarket memiliki harga murah tahapan pertumbuhan dan perkembangan dalam dan menyediakan beragam produk, maka siklus kehidupan manusia. Remaja adalah masa convenience store memaksi-malkan kepuasan transisi, artinya masa perali-han diantara periode pelanggan dengan mengutamakan kecepatan anak – anak dan dewasa. Masa remaja adalah 2579-3292 1 Jurnal Komunikasi, Volume VII Nomor 2, September 2016 masa peralihan dari ketidakmatangan pada masa nongkrong di kedai kopi. Berbeda dengan di kota- anak- anak menuju kematangan pada masa kota besar seperti Jakarta. Bu-daya nongkrong, dewasa. Masa remaja merupakan periode tran-sisi khususnya bagi anak muda merupa-kan gaya yang meliputi segi – segi biologis, fisiologis, hidup dan pelepasan dari kepenatan rutinitas. social, dan ekonomis yang didahului oleh perubah-an fisik (bentuk tubuh dan proporsi II. KAJIAN PUSTAKA tubuh) maupun fungsi fisiologis (kematangan organ – organ seksual). 2.1. Consumer Insight Convenience store 7-Eleven menjadi Definisi insight menurut the freed iction- tujuan saat pulang sekolah bagi masyarakat untuk ary.com adalah kemampuan untuk melihat secara berkum-pul, bahkan mereka tidak hanya sebentar jelas atau mendalam suatu sifat yang alami. menghabis-kan waktu mereka disana terutama Menu-rut Ha-milton (2007:26), consumer insight pada saat malam minggu. Karena kalah dalam adalah sebuah aspek yang sangat luas, bukan bersaing saat ini be-berapa convenience store hanya meli-puti bagaimana cara konsumen Circle k sudah tutup, tentu saja karena letaknya menggunakan sebuah produk atau jasa, tetapi juga yang hanya berjarak 50 me-ter. Dan setiap bagaimana mereka meng-gunakan sebuah media, harinya sejak ada convenience store karena khususnya media digital. Saat ini, konsumen tidak letaknya yang hanya berjarak 50 meter. Dan hanya sekedar meli-hat sebuah advertising atau setiap harinya sejak ada convenience store 7- “marketing mes-sage” sebagai sebuah hal untuk Eleven, Circle k, dan Lawson selalu sepi didengar dan dibaca saja (one-way broadcast pengunjung. Loka-si convenience store yang model), tetapi mereka juga memberikan feedback, berada di posisi strategis, pembangunan yang masukan dan in-formasi, melalui beragam jenis memakan waktu sangat singkat, kilauan lampu media seperti : blog, social network, youtube neon yang terang benderang serta kumpulan videos dan text messaging (two-way broadcast orang-orang di seating area menjadi pe- model). Dari media –media itulah perusahaan mandangan khas tiap convenience store 7-Eleven. mendapatkan “insight” baru dari mereka. Budaya nongkrong saat ini melekat kuat di diri Dunia bisnis saat ini sering kali dihadapi anak muda Indonesia, khususnya mereka yang di den-gan kebutuhan untuk mengetahui insight dari Jakarta. Convenience store seperti 7-Eleven, kon-sumennya secara detail dan dapat dijadikan Cirkle K sebagai jaringan toko kelontong 24 jam, acuan bagi bisnis untuk mendapatkan competitive dan kedai kopi macam Starbucks, Excelso dan advantage diantara pesaingnya. Consumer insight Olala makin ramai saja dikun-jungi para anak merupakan pendekatan yang sangat baik apabila muda kita sebagai arena sosial mereka. ingin mendap-atkan pemahaman yang dalam Dari sejarah masyarakat Melayu, budaya terhadap kehidupan, tingkah laku, dan sikap non-gkrong, berkumpul dan berbincang sembari konsumen. Ritual dari studi ini akan menyelam menyeru-put kopi di area kota maupun pasar lebih dalam terhadap konsumen yang memiliki kerap kali dilaku-kan dari anak muda hingga suatu spesifik target bagi peneliti dida-lam area dewasa, yang notabenenya dilakukan oleh para tingkah laku tertentu. nelayan. Sama halnya dengan di daerah Jawa Tujuannya untuk mengkaji lebih jauh dan dengan tempat yang disebut "angkringan" yang lebih mendalam lagi, apa yang sebenarnya selain kopi juga menyediakan makanan. Alih-alih diperlukan dan ada dalam “consumer insight”, sehingga akan didapatkan suatu tujuan yang sebagai kedai kopi, justru fungsinya melebar se- sebenar-benarnya diinginkan oleh konsumen. bagai tempat sosialisasi. Budaya ini juga Seperti juga yang dikatakan S.Rachmander sebenarnya tidak berbeda dengan apa yang (2000:61), bahwa consumer insight erat kaitannya dialami di Jakarta hari ini dari kemunculan Cirkle dengan mar-keting insight, dimana untuk bisa K, 7-Eleven, Excelso dan Starbucks dalam bentuk mencapai tujuan sebuah marketing insight, sangat waralaba dan kafe-kafe. Awalnya budaya penting adanya un-tuk “mendengarkan nongkrong kedai kopi setiap pagi hari konon konsumen” dimana saja mereka berada, mencari menjadi kebiasaan yang sudah turun-menurun tahu apa yang sebenarnya mereka rasakan, khususnya bagi para masyarakat Melayu, yang mereka cium dan mereka sentuh. pada saat itu kebanyakan adalah para nelayan, sesuai dengan pola kerja mereka. Ketika menjelang dini hari para nelayan sudah berangkat 2.2. Motif kerja untuk melaut dan pagi harinya mereka Motif adalah dorongan yang sudah pulang ke darat dan sambil istirahat mereka menggerakan seseorang bertingkah laku 2 2579-3292 Jurnal Komunikasi, Volume VII Nomor 2, September 2016 dikarenakan adanya kebu-tuhan – kebutuhan yang 2. Faktor Sosial ingin dipenuhi oleh manusia. Motif juga dapat Faktor sosial merupakan bagian masyarakat yang dikatakan sebagai daya penggerak dari dalam dan relatif homogen dan permanen yang tersusun di dalam subjek untuk melakukan ak-tivitas- secara hierarkis dan yang anggotanya menganut aktivitas tertentu demi mencapai suatu tujuan nilai-nilai, minat, dan perilaku yang serupa. (Sardiman, 2007:73). Faktor sosial terdiri dari kelompok, keluarga serta Menurut J.P.Chaplin, motif adalah satu peran dan status. Dalam beberapa sistem sosial, ke-satuan dalam diri individu yang melahirkan, anggota dari kelas yang ber-beda memelihara me-melihara, dan mengarahkan perilaku kepada peran tertentu dan tidak dapat
Recommended publications
  • 2017 Food Retail Sectoral Report Retail Foods Philippines
    THIS REPORT CONTAINS ASSESSMENTS OF COMMODITY AND TRADE ISSUES MADE BY USDA STAFF AND NOT NECESSARILY STATEMENTS OF OFFICIAL U.S. GOVERNMENT POLICY Required Report - public distribution Date: GAIN Report Number: 1724 Philippines Retail Foods 2017 Food Retail Sectoral Report Approved By: Ralph Bean Prepared By: Joycelyn Claridades-Rubio Report Highlights: The growing expansion and increase in sales of food retailers in the Philippines creates opportunities for more exports of U.S. high-value, consumer-oriented food and beverage products. Driven by a growing population, strong domestic consumption, and a buoyant economy, the food retail sector reached a growth of $45.3B in sales in 2016, a 4% increase from $43.5 in 2015. Post: Manila General Information: I. Overview of the Philippine Market The Philippines is the largest market in Southeast Asia for U.S. consumer-oriented food and beverage (f&b) products and one of the fastest growing markets in the world, importing $923.4 billion in U.S. f&b products in 2016. A mature market with growing demand for consumer-oriented products, the United States remains the Philippines’ largest supplier for food, beverage and ingredient products. Ranked as the 11th largest export market for U.S. high-value, consumer-oriented products, the Philippines imported $716.1 million from January through September 2017. Based on the chart below, the United States remains the largest supplier with fifteen percent (15%) market share, followed by China (9%), Indonesia and New Zealand (10%), and Thailand (8%). Total imports of consumer-oriented food grew annually by an average of 10%. Chart 1 – Market Share of Consumer-Oriented Products in the Philippines Per Country The Philippines has a strong preference for U.S.
    [Show full text]
  • CHAPTER I INTRODUCTION 1.1 Research Object Overview 1.1.1.1
    CHAPTER I INTRODUCTION 1.1 Research Object Overview 1.1.1.1 An overview of PT Sumber Alfaria Trijaya Tbk Founded in 1989 by Djoko Susanto and family, PT Sumber Alfaria Trijaya Tbk (Alfamart/Company) started business in the field of trade and distribution. In 1999, it expanded the business to minimarket. Exponential expansion began in 2002 with the acquisition of 141 Alfa Minimart outlets and a new name ‘Alfamart’ (PT Sumber Alafaria Trijaya Tbk Annual Report, 2013). Currently, Alfamart is at the forefront of the retail business, serving more than 2.7 million customers each day in more than 8,500 stores across Indonesia. Supported by more than 90,000 employees, Alfamart is currently one of the largest job providers in Indonesia (PT Sumber Alafaria Trijaya Tbk Annual Report, 2013). Alfamart carries out its vision, mission and philosophy to be a community store. Therefore, in addition to trying to meet the needs and convenience of the customer by providing basic needs at affordable prices, convenient shopping place as well as an easily accessible location (PT Sumber Alafaria Trijaya Tbk Annual Report, 2013). The Company is also seeks to improving the community welfare through Corporate Social Responsibility programs based on 6 pillars: Alfamart Care, Alfamart Smart, Alfamart Sport, Alfamart Clean and Green, Alfamart SME’s and Alfamart Vaganza. In addition, Alfamart also empowers local people and institutions through franchising schemes that give rise to new entrepreneurs and new jobs (PT Sumber Alafaria Trijaya Tbk Annual Report, 2013). Alfamart committed to fostering a service culture at each organizational level and for every stakeholder.
    [Show full text]
  • Horticultural Producers and Supermarket Development in Indonesia
    38543 Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized Report No. 38543-ID HORTICULTURAL PRODUCERS AND SUPERMARKET DEVELOPMENT IN INDONESIA REPUBLIC OF INDONESIA THE WORLD BANK OFFICE JAKARTA Jakarta Stock Exchange Building Tower II/12th Fl. Jl. Jend. Sudirman Kav. 52-53 Jakarta 12910 Tel: (6221) 5299-3000 Fax: (6221) 5299-3111 Website: http://www.worldbank.org/id THE WORLD BANK 1818 H Street N.W. Washington, D.C. 20433, U.S.A. Tel: (202) 458-1876 Fax: (202) 522-1557/1560 Email: [email protected] Website: http://www.worldbank.org East Asia and Pacific Region Rural Development, Natural Resources and Environment Sector Unit Sustainable Development Department Website: http://www.worldbank.org/eaprural Printed in June 2007 This volume is a product of staff of the World Bank. The findings, interpretations, and conclusions expressed herein do not necessarily reflect the views of the Board of Executive Directors of the World Bank or the governments they represent. The World Bank does not guarantee the accuracy of the data included in this work. The boundaries, colors, denominations, and other information shown on any map in this work do not imply any judgment on the part of the World Bank concerning the legal status of any territory or the endorsement of acceptance of such boundaries. HORTICULTURAL PRODUCERS AND SUPERMARKET DEVELOPMENT IN INDONESIA ABBREVIATIONS AND ACRONYMS AARD Agency for Agricultural Research and Development ACIAR Australian Centre for International Agricultural
    [Show full text]
  • Management Presentation PT Sumber Alfaria Trijaya Tbk As of March 31, 2015
    Management Presentation PT Sumber Alfaria Trijaya Tbk As of March 31, 2015 Confidential - Do not duplicate or distribute without written permission from the Company • Overview 1Q 2015 • Retail Industry Overview • Operation Performance • Financial Highlights Overview 1Q 2015 1. Overall sales were below expectation, mainly driven by weak purchasing power. 2. Total Indonesian grocery sales growth in 1Q ’15 was 10,7% YoY, with Modern Trade Channel sales growth of 10.8 % ( down from 16.5 % YoY ). 3. Mini Market Trade Channel sales growth was 11 % ( down from 20.6 % YoY ) but the Mini Market Trade Channel share to Indonesian Modern Trade increased from 18. 9 % to 19.4 &% YoY. 4. At the same time, Alfamart market share increased slightly from 29.6 % to 30.2 % in Indonesian Mini Market Modern Trade. 5. On going improvement in inventory management resulted in a slight reduction of inventory days. 6. Introduced new company logo accompanied by minor store re layout. 7. Setting up more solid foundation for online business. 8. Added 1 Alfamart new DC in Batam in February 2015. 9. YTD March 2015 total no of stores of Alfamart : 10,086, Alfamidi 809, Lawson 48, Dan Dan 58. Total net addition of 277 new stores ( 225 Alfamart, 48 Alfamidi, 4 Dan Dan ). Retail Industry Overview INDONESIA GROWTH Indonesia | FMCG Categories | Value | Q1 2015 vs 2014 Source: Nielsen Retail Audit MODERN TRADE CHANNEL GROWTH Minimarket continued to grow by 11.0% up to March 2015 Indonesia Modern Trade* | Nielsen FMCG Categories| Value % Growth by Channel 16.5 Indonesia Modern Trade 10.8 9.8 Indonesia Super/Hyper 10.6 20.6 Indonesia Minimarket 11.0 YTD Mar 14 YTD Mar 15 Source: Nielsen Retail Audit GROWTH BY DEPARTMENT Non food category grew higher than food, with personal care recorded growth of 12,7%.
    [Show full text]
  • Global Powers of Retailing Top 250, FY2015
    Global Powers of Retailing 2017 | Top 250 Global Powers of Retailing Top 250, FY2015 FY2015 FY2015 Parent Parent FY2010- FY2015 FY2015 company/ company/ # 2015 Retail Retail group group Countries Retail revenue Country revenue revenue¹ net income¹ of revenue rank Company of origin (US$M) (US$M) (US$M) Dominant operational format operation CAGR² 1 Wal-Mart Stores, Inc. US 482,130 482,130 15,080 Hypermarket/Supercenter/Superstore 30 2.7% 2 Costco Wholesale Corporation US 116,199 116,199 2,409 Cash & Carry/Warehouse Club 10 8.3% 3 The Kroger Co. US 109,830 109,830 2,049 Supermarket 1 6.0% 4 Schwarz Unternehmenstreuhand KG Germany 94,448 94,448 n/a Discount Store 26 7.4% 5 Walgreens Boots Alliance, Inc. US 89,631 103,444** 4,279 Drug Store/Pharmacy 10 5.9% (formerly Walgreen Co.) 6 The Home Depot, Inc. US 88,519 88,519 7,009 Home Improvement 4 5.4% 7 Carrefour S.A. France 84,856 87,593 1,247 Hypermarket/Supercenter/Superstore 35 -3.1% 8 Aldi Einkauf GmbH & Co. oHG Germany 82,164e 82,164e n/a Discount Store 17 8.0% 9 Tesco PLC UK 81,019 82,466 535 Hypermarket/Supercenter/Superstore 10 -2.3% 10 Amazon.com, Inc. US 79,268 107,006 596 Non-Store 14 20.8% 11 Target Corporation US 73,785 73,785 3,363 Discount Department Store 1 2.3% 12 CVS Health Corporation US 72,007 153,290 5,239 Drug Store/Pharmacy 3 4.7% 13 Metro Ag Germany 68,066** 68,066** 821 Cash & Carry/Warehouse Club 31 -2.5% 14 Aeon Co., Ltd.
    [Show full text]
  • SUSTAINABILITY, SOCIAL MEDIA… and the FUTURE of RETAIL
    THE COCA-COLA RETAILING RESEARCH Councils SUSTAINABILITY, SOCIAL MEDIA… AND THE FUTURE OF RETAIL Global Retail Summit London, August 2012 The first Coca-Cola Retailing Research Council was formed in 1978 in North America to help retail customers address industry issues through organized discussion and commissioned research. Today, the Company sponsors six Councils throughout the world: North America, NACS North America, Europe, Asia, Latin America, and Eurasia & Africa. Each Council is comprised of up to 20 retail leaders and non-voting Coca-Cola system executives. Widely considered to be among the industry’s most prestigious retail think tanks, the Coca-Cola Retailing Research Councils have published more than 50 proprietary studies on issues ranging from shopper insights and new market dynamics to technology, innovation and social media. THIS PUBLIcatION IS A COLLECTION OF PAPers PRODUCED FROM PresentatIONS at GLOBAL RetaIL SUMMIT. Panel DIscUSSIONS DURIng THE SUMMIT WERE NOT RECORDED. © 2012 THE COCA-COla EXPOrt CORPOratION, UNDER THE AUSPIces OF THE COCA-COla RetaILIng ResearcH COUncIls CONTENTS FOREWORD FACING UP TO NEW REALITIES Muhtar Kent PAGE 2 SUSTAINABILITY THE CHALLENGE FOR RETAILERS HRH Prince Charles PAGE 4 WELCOME TO THE NEW NORMAL Lord Deben PAGE 8 THE QUEST FOR CHANGE Carter Roberts PAGE 12 WHY LESS HAS TO MEAN MORE Dr Jason Clay PAGE 16 SOCIAL MEDIA BACK TO THE FUTURE? James Quarles PAGE 22 BE YOURSELF… SIMPLY FLAWSOME Wendy Clark PAGE 28 IT PAYS TO TALK. BUT KEEP IT RELEVANT… AND HONEST Richard Reed PAGE 30 THE FUTURE OF RETAILING HOW TO PREPARE FOR THE ‘PERFECT STORM’ Mark Price PAGE 34 SUMMARY THE PROMISE OF SUSTAINABLE GROWTH PAGE 38 LIST OF MEMBERS PAGE 40 CCRRC Global Retail Summit RepoRt FOREWORD FACING UP TO NEW REALITIES Muhtar Kent Chairman and Chief Executive Officer The Coca-Cola Company ince 1978, the Coca-Cola Retailing This is why I am convinced that sustaina- Research Council has generated over bility and social media will forever be con- 40 extensive, proprietary studies on nected at the hip.
    [Show full text]
  • Indonesia's Consumer Sector
    INTERNATIONAL ENTERPRISE SINGAPORE IE Insights Vol. 13/ Nov 2013 Indonesia’s Consumer Sector: Tapping the Consumer Dollar in Food and Retail Rapid urbanisation, rising income levels, favourable demographic patterns and changing lifestyle trends are just some of the factors that make a convincing case for investing into Indonesia’s consumer sector. This sector is projected to be worth some S$1.38 trillion by 2030 as Indonesia’s consuming class triples to 135 million to become the world’s largest middle class after China and India. IE Singapore highlights investment opportunities in the food and retail industries, and explores ways that Singapore companies can participate in this exciting sector. By LEE Wei Hsien Southeast Asia Group [email protected] Contents 03 25 28 Summary Strategies Market Outlook - Growing Singapore companies’ - Dynamic Investment Climate 05 footprints in Indonesia - Economic Potential of the ASEAN Consumerism: • Partnership for success: Economic Community (AEC) The Catalyst to Indonesia’s Partnering strong Indonesian - Indonesia’s long-term outlook Growing Economy companies to scale up remains sound • Mergers: A market entry mode 08 for Singapore companies Rise of Indonesia’s Regional • Working with Big-Box retailers/ Hubs/ Cities of Consumerism e-commerce companies to penetrate Indonesia’s 11 consumer market The New Face of Indonesia’s • OEM Manufacturing: Urbanites Navigating rising cost pressures 13 - Reaching out to the Business Opportunities in Indonesian consumer F&B and Retail Industries • Raising awareness of - F&B Singapore F&B and retail • Food service products in Indonesia • Food manufacturing • Localise product innovation to - Retail suit local taste and preferences • Market size and potential • Advertise to reach out to the • Mode of market entry Indonesian consumer Disclaimer While every effort is made to ensure that the information in this document is accurate, the information is provided by IE Singapore to you without any representation or warranty.
    [Show full text]
  • Perspectives on Retail and Consumer Goods
    Perspectives on retail and consumer goods Number 4, Autumn 2015 Perspectives on retail and Editor McKinsey Practice consumer goods is written by Monica Toriello Publications experts and practitioners in McKinsey & Company’s Retail Contributing Editor Editor-in-Chief and Consumer Packaged Caitlin Gallagher Lucia Rahilly Goods practices, along with other McKinsey colleagues. Art Direction and Design Executive Editors Hil Albuquerque, Nicole Michael T. Borruso, Allan Gold, To send comments or request Esquerre Bill Javetski, Mark Staples copies, e-mail us: Consumer_ [email protected] Editorial Production Copyright © 2015 McKinsey & Runa Arora, Elizabeth Company. All rights reserved. Editorial Board Brown, Heather Byer, Klaus Behrenbeck, Peter Torea Frey, Heather Gross, This publication is not intended Breuer, Peter Child, Sandrine Katya Petriwsky, John C. to be used as the basis for Devillard, Dennis Martinis, Sanchez, Dana Sand, trading in the shares of any Jørgen Rugholm, Frank Sneha Vats company or for undertaking Sänger, Tobias Wachinger, any other complex or significant Anja Weissgerber Managing Editors financial transaction without Michael T. Borruso, Venetia consulting appropriate Senior Content Manager Simcock professional advisers. Tobias Wachinger Cover Illustration No part of this publication may Project and Content Keiko Morimoto be copied or redistributed Manager in any form without the prior Anja Weissgerber written consent of McKinsey & Company. Table of contents 4 12 16 28 Modern grocery and Amazon China’s president Winning in Africa’s Becoming a regional the emerging-market on ‘transformative’ consumer market powerhouse in food consumer: A complicated technologies For consumer-goods retailing courtship Doug Gurr reflects on how companies, Africa holds Croatian conglomerate In some emerging markets, China differs from Western much promise—but also Agrokor is the top grocery the response to modern markets and what role data many pitfalls.
    [Show full text]
  • Wikipedia List of Convenience Stores
    List of convenience stores From Wikipedia, the free encyclopedia The following is a list of convenience stores organized by geographical location. Stores are grouped by the lowest heading that contains all locales in which the brands have significant presence. NOTE: These are not ALL the stores that exist, but a good list for potential investors to research which ones are publicly traded and can research stock charts back to 10 years on Nasdaq.com or other related websites. [edit ] Multinational • 7-Eleven • Circle K [edit ] North America Grouping is by country or united States Census Bureau regional division . [edit ] Canada • Alimentation Couche-Tard • Beckers Milk • Circle K • Couch-Tard • Max • Provi-Soir • Needs Convenience • Hasty Market , operates in Ontario, Canada • 7-Eleven • Quickie ( [1] ) [edit ] Mexico • Oxxo • 7-Eleven • Super City (store) • Extra • 7/24 • Farmacias Guadalajara [edit ] United States • 1st Stop at Phillips 66 gas stations • 7-Eleven • Acme Express gas stations/convenience stores • ampm at ARCO gas stations • Albertsons Express gas stations/convenience stores • Allsup's • AmeriStop Food Mart • A-Plus at Sunoco gas stations • A-Z Mart • Bill's Superette • BreakTime former oneer conoco]] gas stations • Cenex /NuWay • Circle K • CoGo's • Convenient Food Marts • Corner Store at Valero and Diamond Shamrock gas stations • Crunch Time • Cumberland Farms • Dari Mart , based in the Willamette Valley, Oregon Dion's Quik Marts (South Florida and the Florida Keys) • Express Mart • Exxon • Express Lane • ExtraMile at
    [Show full text]
  • Management Presentation PT Sumber Alfaria Trijaya Tbk
    Management Presentation PT Sumber Alfaria Trijaya Tbk As of September 2011 Page 1 TABLE OF CONTENTS Indonesia Macro Economics Highlights Company Overview Industry Overview Business Overview Operational Highlights Financial Highlights Future Strategies Page 2 Indonesia Macro Economics Highlights Page 3 STRONG GROWTH OF INDONESIAN ECONOMY • Real GDP growth of 5.7% ( five years average), GDP/ Capita of around US$ 3,000 /year (as of December 2010) • Relatively Stable BI Rate at 6.75% since January 2010 ( down to 6.50% as of October 2011) • Manageable inflation rate (tend to get lower) • Rising middle class population • Surging investment on a broad scale basis which creates employment Page 4 Company Overview Page 5 VISION, MISSION & VALUES ● “ To be Indonesia’s largest and globally competitive widely owned retail distribution network that empowers small entrepreneurs and fulfils customer VISION needs and expectations” ● To satisfy customer needs and expectations by focusing on high quality products and services ● To implement ethical business practices to be the best in all of our actions MISSION ● To develop entrepreneurial spirits and skills in the Company and the society ● To develop a reliable, healthy and growing organization which benefits all stakeholders ● We set high standards for Integrity, Innovation, Quality and Productivity, VALUES Teamwork, and Customer Satisfaction Page 6 COMPANY OVERVIEW We are one of the leading minimarket chain operator in Indonesia ● As of September 2011, the Company operates 5,477 outlets (1,542 franchised
    [Show full text]
  • The Digital Pulse of Asia/Pacific Retail
    IDC InfoBrief APRIL 2021 Retail Digital Pulse Asia/Pacific IDC Doc. #AP241238IB Sponsored by EXECUTIVE SUMMARY This IDC InfoBrief The retail sector has undergone dramatic changes The adoption of use cases and technology shows The current digital pulse of Asian retail analyzes Asia’s in 2020. The shift to digital has accelerated, with marked differences: is low, with only 2% of retailers at Stage retail digital pulse, many organizations speeding up their digital 4 (digitally resilient) and 55% at Stage 1 and identifies the transformation journey. As we move into a post- Use case adoption among retailers shows (digital participant). There is variation use case focus areas COVID-19 operating environment, we have seen that for Stage 1,2 and 3, the focus is on the across markets and segments with, and technology some retail businesses survive and thrive while theme of marketing/customer acquisition. respectively, Australia and pure online adoption of retailers others are still struggling. across the four The orientation towards merchandising, players being the most advanced digitally. different stages of To understand the current state of retail digital logistics, and fulfillment is seen across maturity, with the transformation, Google Cloud commissioned all stages. aim of providing IDC Retail Insights to conduct research into a framework to Asia/Pacific’s retail digital pulse and develop a Stage 4 organizations stand out in their assist retailers in Google Cloud Retail Digital Index. adoption of omni-channel commerce developing their and product lifecycle management (PLM). Specific digital roadmap for IDC analyzed 1,108 retailers across seven use case adoption shows a much greater focus the future.
    [Show full text]
  • Comparison of Retail Corporate Image Between Alfamart and Indomaret in Manado Perbandingan Citra Merek Perusahan Antara Alfamart Dan Indomaret Di Manado
    ISSN 2303-1174 R.Tulong.,M.Pandowo.,Comparison of…… COMPARISON OF RETAIL CORPORATE IMAGE BETWEEN ALFAMART AND INDOMARET IN MANADO PERBANDINGAN CITRA MEREK PERUSAHAN ANTARA ALFAMART DAN INDOMARET DI MANADO By Rima Tulong1 2 Merinda Pandowo 12 Faculty of Economics and Business, International Business Administration, Management Program, Sam Ratulangi University Manado E-mail: [email protected] 2 [email protected] Abstract: Retail corporate images are perceived as the mental pictures of an organization. It is the sum total of these perceived characteristics of the corporation that refer to as the corporate image. Every organisation has its image. Corporate image is formed based on the stakeholders’ perceptions of specific company actions as well as associated industry and nation issues. An organisation’s image to a large extent influences stakeholders’ reactions to specific corporate actions and products. Alfamart and Indomaret are the two largest retail companies in Indonesia, which are spread from Sabang to Merauke. In 2017 the two companies experienced a decrease in revenue due to administrative and sales costs. The aim of this study is to analyze the retail corporate image between Alfamart and Indomaret in Manado based on store layout, service quality on store, product, in-store promotion, and physical environment. This research is a quantitative research and uses independent sample t-test. The sample size of this research is 100 customers of Alfamart and Indomaret who have already visited and shopped in both stores. The results showed that there is no significant difference in retail corporate image based on store layout, service quality on store, in-store promotion and physical environment between Alfamart and Indomaret while for product there is a significant difference.
    [Show full text]