零售经销商合同

2024-05-07

零售经销商合同（精选6篇）

篇1：零售经销商合同

零售经销合同

协议编号：

协议双方：

甲方：xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx乙方：

地址：xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx地址：

电话：xxxxxxxxxxxx电话：

传真：传真：

邮政编码：邮政编码：

开户行：开户行：

鉴于，双方就乙方经销甲方相关产品，并依据附件所规定的价格及产品购销方案确定合作模式，现经双方协商，达成如下协议：

第一条：经销产品及范围

1、在本协议有效期内，甲方同意乙方以特约经销方式销售其在附件一中规定产品，乙方从甲方购买的有关产品的价格为甲方公布的价格清单（见附件一）中的出厂价，同时乙方应当按照甲方的建议销售价格向其自己的客户经销上述产品。双方明确乙方与甲方之间为产品购销关系。在本协议有效期内甲方有权根据市场因素对附件一中的公布价格及规定进行更改，变更后的供货价于甲方通知乙方时立即生效。

第二条：乙方的销售区域：

双方约定，乙方同意在下述区域经销本协议附件一中规定的产品。

并且：

2.1 甲方在此区域可以再授权其他单位经营销售；

2.2 乙方超出该区域经营或违反协议约定的价格进行销售的，甲方有权解除本协议；

2.3 在不影响本协议其他约定的情况下，在上述指定区域内，乙方为本协议附件一中规定产品指定非唯一销售商。在乙方连续二个月未能达到本协议确定的销售目标或乙方未能按时付清货款时，甲方保留在上述区域内发展其他经销商的权利。

第三条：乙方权利义务

3.1 乙方签订本协议后一个月内购货不小于（大写）万圆作为协议执行的先决条件。

乙方同意自_____ 年___月___日至 ___年___月___日止的时间内，向甲方订购不少于附件二中确定的金额产品（人民币，不含税金额），从而享受甲方公司给予的经销待遇。销售指标（不含税）

及返利计算方法在本协议附件二中确定。如果乙方达到销售目标，在货款均已付清且没有超期账款的前提下，乙方将被给予与销售额（不含税）相应的货物返利。货物返利将在达到返利条件，合同期限结束后三十天内支付。该货物返利将计算为乙方下个销售年度的销售额。

3.2货款支付方式为款到发货。为保障乙方货款的安全，乙方用于购买产品的款项必须直接交给甲

方开单处财务人员收取，或汇入甲方指定的银行帐务。甲方为乙方汇入的款项设立管理专户，并凭乙方书面（传真）开单发货和代支费用。乙方以任何理由交给甲方业务员或汇入其它银行的款项均不受甲方保障，甲方将不负任何责任。甲方实行每年一次的财务对帐制度，截数时间为12月25日，截数后30天内与乙方核对往来款项及各种奖励（含广告、装修、资料费）的兑现情况，乙方应予以积极的配合，如在规定的时间内不予以回复的，视作默认甲方的正确处理。年度对账目目的是使双方帐务清晰及利益不受任何损害，因乙方不配合导致利益受损的，一切责任由乙方承担。

3.3 乙方同意，每次购货以书面形式向甲方订货，明确产品名称，编号，规格，数量，交货地点及

方式，收货人（需签字或盖章）；甲方不接受电话订货；乙方同意在甲方所递交的送货单上加盖公章；或授权经办人签字。

3.4 乙方应当在每月25日之前，向甲方提供月销售，分销和库存表。

3.5 乙方同意保持，支持及拓展其客户量并向客户提供优良服务（如：按时送货等），非

甲方原因引起的客户索赔事宜，由乙方负责处理并承担相应责任。

3.6 为避免给市场及其他乙方在销售甲方产品时造成不公平竞争和困难，乙方同意按照本协议规定的各项销售条件进行销售；甲方公司鼓励以质量及服务赢得客户，禁止以加大折扣幅度来竞争；乙方有义务维持正常市场销售价。

3.7 乙方同意保持一定的资金储备，以保证与甲方的顺利合作及在货量限制范围内实现公司正常经

销。

3.8 甲方只接受乙方以银行汇票及或银行转账方式支付货款；

3．9为保证甲方销售网络的健康发展，保护区域经销的利益；

3．10 如乙方违反区域保护条款进行跨区销售，或恶性扰乱市场价格的，甲方有权作如下

处理：

3．10．1 第一次发现处予罚款5000元以及扣除年终返利的50%作为处罚；如果乙方不支付罚款，甲方将取消乙方区域经销资格，停止供货，并终止本合同；

3．10．2 第二次发现后，甲方有权处予罚款2万元以及再次扣除剩余的50%的年终返利，直至

取消乙方区域经销资格；停止供货终止本合同。

3．11 在合同期内，若乙方销售任务、形象展示欠佳的，甲方有权割分乙方的部分经销区域归甲方操作，并不承担由此而产生的一切后果。

3．12未经甲方书面同意，乙方不得擅自在互联网上发布任何有关甲方的信息，也不能在互联网上

销售甲方的任何一款产品。一经发现，视作违约，甲方可无条件取消乙方经销商资格。

第四条：甲方权利义务：

4.1提供销售及市场推广方面的支持，以引发市场对产品的兴趣和需求。

4.2向乙方的销售人员免费提供产品及销售培训，协助进行合作性的客户拜访。

4.3视具体情况向乙方提供适当数量的产品说明书，价格表，技术资料，在必要时提供产品陈列。

4.4提供对产品质量的承诺。

4.5 尽可能在接到乙方订货通知后个工作日送货，如不能及时送货，应提前以书面形式通

知乙方。

4.6维持其产品价格在订货及发货日期时的稳定性，如有调价，甲方应提前一个月以书面形式通知

乙方。

第五条：产品质量保证及责任

5.1 对已向乙方发出的货物，甲方仅对甲方原因直接导致的货物本身质量问题负责，即：更换被确

认为质量不好或有缺陷的产品；甲方对该产品的赔偿最高额不超过该产品价值。

5.2乙方在购买、储存、使用产品时，必须对产品的性能，使用范围及方法有足够的认识；凡因使用产品及储存、使用不当而发生的意外、故障及损失，甲方不承担任何法律责任。

第六条：退货、换货及索赔

6.1未得到甲方事先书面通知前，乙方不得处置或退回货物，否则甲方不负责由此发生的任何损失。

6.2 甲方接受因甲方原因直接导致的货物本身质量问题而发生的退货请求，除协议另有约定外，不

接受因销售情况不佳而导致的退换货；如货物有质量问题，乙方应在收到货物后10天内以书面形式通知甲方，如经协议双方协商同意因质量原因换退货，所退换货物的外包装需完好无损；如确认甲方原因造成错送货物等，乙方同意在收到货物10天内以书面形式通知甲方，甲方接受该错送货物的退货，并及时安排换发原订货物或退还相应货款。除协议双方另经书面协商同意，甲方不接受已过保质期货物的退换货，以及因乙方储存不当等非甲方原因而导致质量问题货物的退换货。

6.3如所发货物在运输途中因外包装破损而导致内部货物损坏，乙方应向有关部门投诉，并要求该

部门出具说明损坏情况的事故单，在乙方知道或应当知道损坏发生的7日内递交甲方，甲方将向有关单位索赔并酌情补发损坏货物，否则甲方将不承担责任。

第七条：协议双方的协议

7.1 乙方仅系甲方相关产品的经销商，除非在甲方书面同意的情况下，乙方不能在法律上代表甲方，或为甲方作任何申诉。

7.2 乙方在销售甲方产品时如触犯法律，由乙方自行承担全部责任，甲方以此不负任何责任。

第八条：协议的终止

8.1本协议双方的任一方希望提前终止本协议时，应提前30天以书面形式通知对方。

8.2协议终止并不影响协议双方在协议终止前的权利和义务；协议的终止无须因终止协议向对方做

赔偿，但未清账款应在提出书面的终止协议后30天内结清。

8.3 如协议双方另签新的协议或经修改后的协议，本协议自动终止。

8.4 本协议有效期，自年月日起至 _____ 年 __ 月 __日止；本协议期满时，本协议自动终止；且

仅在协议双方皆同意的情况下双方可重订协议。

第九条：不可抗力

9.1 任何一方遭受不可抗力的阻碍而在不可抗力发生及期影响持续的期限内无法履行本协议项下的全部或者部分义务，其受阻碍履行的全部或部分义务的履行时间顺延不可抗力事件发生及其影响持续的期限，条件是该方履行了以下第9.2条规定的义务。不可抗力是指战争、骚乱、罢工、地震、火灾、恶劣天气、公共交通停顿、自然灾害、原材料短缺及价格上涨以及其它本协议双方或者一方无法预见、无法避免和无法克服的事件。

9.2 遭受不可抗力的一方应在不可抗力发生后的四十八小时内，以电报、传真或电子邮件方式通知

另一方，并在其后的七天内用快件将有关部门签发的、证明不可抗力的文件邮寄给另一方。

9.3 如果不可抗力及期影响持续的时间超过三十天，双方应就是否继续履行本协议进行协商。如果

双方在不可抗力发生之日起六十天内未能达成一致协议，任何一方有权书面通知另一方解除本协议。

第十条：其他

10.1 本协议一经签署立即生效，并代替在此之前协议双方达成的任何口头及书面的表达、理解和承

诺。

10.2 有效期内，协议双方以书面确定的内容作为本协议附件，成为本协议的一部分，如该内容与本

协议内容有冲突，以该内容为准；如附件相互冲突或附件与协议冲突的，以最晚签定的附件内容为准。

10.3 如在执行本协议过程中，协议双方对某些问题存在不同意见、理解或纠纷，应首先通过友好协

商来解决；如协商不成，双方同意由甲方所在地有管辖权的人民法院管辖。

甲方：乙方：

法人代表：法人代表：

签约代表：签约代表：

单位印章：单位印章：

签约地点：上海

签约日期：年月日

付甲方账号信息

公司名称：xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx

开户银行：xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx

账号：xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx

附件为：

一、产品及价格清单

二、年度销售指标及返利

篇2：零售经销商合同

协议编号：GC&DT0800*

甲方：北京吉时开启电动门窗有限公司

乙方：

甲乙双方经过友好协商，本着平等互利的原则，就双方共同开拓“吉时开启”产品市场，推动双方事业共同繁荣与发展，达成以下协议，并共同遵守：

1.授权

1.1授权范围

1.1.1甲方授权乙方销售推广的产品为：吉时开启系统产品。

1.1.2甲方授权乙方作为甲方产品的：零售分销商。

1.1.3甲方授权乙方销售推广区域为：北京地区的建筑工程类项目。

（如果乙方希望就某次商事活动在分销区域以外销售“吉时开启产品”，须经甲方同意并备案。）

1.1.4授权期：2008年5月1日至2009年5月1日。

（授权期满根据销售业绩考核情况可续签。）

1.2销售回款额任务

1.2.1乙方销售任务回款总额：￥100万元人民币/年。

金额大写人民币：壹佰万元整

1.2.2如果乙方连续12个月未完成销售任务，则甲方有权取消乙方的分销商资格。

1.3结算方式

1.3.1现货：甲方原则上实行“款到发货”的原则。

订货：甲方收乙方预付款40%，发货前乙方付清全款后甲方发货。

1.3.2返佣金方式结算：

乙方由于资金原因无法遵照“款到发货”原则执行的项目按以下方式执行：

1)由甲方直接与客户签订供货合同，乙方负责代表甲方协调交货催款，乙方的率润由甲方以佣金的方式支付给乙方。

2)佣金金额计算方法：

佣金总额=销售合同额-区域分销商价-管理费（区域分销商价×10%）-税

3)佣金的支付时间和比例：

欠款额小于佣金额时可支付佣金。

应付佣金=佣金总额-当前欠款-已付佣金

1.4帐期

乙方资信良好且已与甲方建立了稳定业务关系，并完成年销售任务，可以向甲方申请帐期和信用额度。

帐期的审批程序是：

a、乙方提出申请

b、甲方评估

c、甲方总经理审批

2.销售管理

2.1价格政策

2.1.1甲乙双方共同遵守全国市场统一报市场价，共同遵守对不同级别的客户统一优惠折扣标准。甲

方对“吉时开启产品”的市场价做出明确规定，对终端客户、工程公司、分销商、区域分销商的优惠折扣做出明确规定（详见附件产品目录）。乙方原则上须按照本协议附件《产品目录》中规定的价格和对不同类型的客户优惠幅度向客户销售产品。乙方在媒体（含网站）上刊登的“吉时开启”产品价格须不低于甲方的市场价。如果乙方未经甲方书面同意在媒体（含网站）报出价格低于市场价，则甲方将按乙方严重违规处理，同时乙方有义务协调经销商维护市场最低限价。

2.1.2在特殊情况下，如乙方欲参与某些有重大影响的工程或项目且需要甲方给予价格支持，可向甲

提出特价申请，经批准后可从甲方按特价进货，特价进货金额记入销售额中。但不享受任何奖励支持。甲乙双方对特价均应严格保密，乙方不得将特价产品用于其他项目或进入分销渠道扰乱市场价格。

2.1.3如果甲方发现乙方在市场销售过程中违反本协议上述的价格规定，一年中有一次价格违规，则

扣除本奖励的，如果乙方本没有奖励，则违规处罚将分别按照本实际定货额1%从后续定单中罚款，如果两次或乙方拒绝支付罚款，则甲方将停止向乙方供货，并取消乙方分销商资格。

2.2价保政策

甲方的产品价格调整时，需书面形式通知乙方，如降价，立即执行；如产品涨价，通知发出30天后执行。在调价通知发布之前报出的方案报价，如在甲方处有备案，甲方保护原报价有效期为60天。报价方案没在甲方备案不予保护。

2.3奖励政策

2.3.1甲方视乙方在季度、不同的回款完成情况给予不同奖励（特价不奖）。

2.3.2奖励

销售回款完成年销售任务，超额完成部分给予奖励，奖励标准超额回款额的1%。（特价产品不享奖励）销售回款以到帐日期为准。

以上奖励都将在下次订货时冲减货款兑现。

2.3.3预购奖励

甲方每年举行两次“吉时开启系统产品”订货促销活动，在此期间订货的各分销商可享有特殊优惠政策，具体优惠在促销活动前通知。

2.4工程方案管理

2.4.1工程方案由甲方统一出具，方案只报市场价，甲方将方案转给乙方由乙方报给客户，并由乙

方报给客户优惠幅度，不经乙方同意甲方不得直接把方案发给乙方的客户。

2.4.2因特殊原因，乙方必须自己出具工程方案，乙方出具的工程方案要经过甲方方案部审批通过

后方可报给客户，以确保方案的可行性和合理性。

2.5销售信息管理

2.5.1甲方把得到的需求信息交给所属区域的分销商跟进服务。

2.5.2分销商得到的信息报备给甲方，甲方给予保护。

2.6区域分销商之间的协调

2.6.1工程所在地和产品购买公司所在地分别属于不同的区域分销商，由购买公司所在地的分销商

完成销售工作。如区域分销商之间发生争议由甲方完成销售工作，甲方以佣金方式对分销商进行利润分配。

2.6.2乙方应在每月的“月度销售信息表”中如实填写本月进行过的各种市场推广工作进展情况，作为甲方对乙方业绩评价的重要依据。

2.6.3区域分销商对所负责区域内的工程项目做成以下工作可得到相应佣金奖励。

1）项目标书指定“吉时开启”为唯一品牌：佣金总额的70%

2）项目标书指定“吉时开启”为选购品牌之一：佣金总额的20%

3）提供信息：佣金总额的5%

4）出具方案服务：佣金总额的5%

3.乙方承诺

3.1 乙方接受甲方的市场管理，遵守本协议中销售政策，维护市场价格体系；对乙方任何违反本协

议中市场销售政策的行为，甲方有权按照本协议的相关条款进行处罚。

3.2 乙方保证不销售与“吉时开启”产品同类的其它品牌产品。

3.3 乙方须维护甲方品牌“吉时开启”的声誉，尊重甲方的商标权、专利权、总代权，不假借甲方

“吉时开启” 品牌销售非甲方产品（包括但不限于伪劣产品），对此违约（侵权）行为，甲方有权取消乙方的分销商资格并追究其法律责任。

3.4乙方将“吉时开启”产品与其他厂家的产品配套销售时须经甲方同意，同时最终用户阐明配套

销售情况，因其他厂家的产品而受到第三方质量赔偿请求的，甲方不承担其他厂家的产品质量责任。

4.保密条款

4.1甲乙双方须对商议活动中的分销政策及价格等商业秘密对第三方严格保密，不向第三方泄露。

由泄密而造成其中一方损失的，泄密方应承担对损失方的赔偿责任，包括直接损失和间接损失。

4.2本保密条款在双方本协议关系终止后两年内继续有效，对双方具有同等的约束力。

5.非正当行为约束

5.1甲方工作人员不得利用工作职权以任何方式向乙方索取或接受物质利益，如果乙方遇到甲方工

作人员向乙方索要物质利益，乙方有义务拒绝，并立即向甲方渠道管理部门投诉；乙方也不得以任何方式向甲方相关工作人员提供佣金、回扣等非正当物质利益，以换取该工作人员利用职务之便对乙方进行的非正当支持；如果甲方发现乙方对甲方工作人员提供非正当的物质利益，无论是被动提供还是主动提供，甲方除对该工作人员进行严厉处罚外，同时将对乙方进行扣除奖励等处罚。

5.2甲方工作人员不得擅自向乙方借用货物、货款，未经甲方公书面允许，乙方支借给甲方工作人

员的货物、货款属乙方与甲方工作人员私人间行为，甲方对此不承担任何责任。

6.物流

6.1乙方向甲方商务部直接下订单和结算，由甲方直接供货，乙方直接享受甲方销售政策。

6.2乙方向甲方订货时须填写《购货协议》（格式见附件中提供的范本），并在当日以传真形式通知

甲方商务部。公司商务部在收到订单30分钟内给客户做出订单确认。

6.3 甲方向乙方提供铁路行包运输或汽运，乙方可根据具体情况自行选择，甲方承担运费；在特殊

情况下，乙方要求甲方以其他方式发货（如中铁快运、EMS、航空），费用由乙方承担。

6.4甲方对于供货周期承诺为：确认后的订单甲方会书面向乙方确认计划交货时间并按计划发货，货物发出后，甲方将发货情况及时通知订货方。乙方在收到货物后应予以反馈，若7日内收不到货，应及时通知甲方，否则视为其已收到该货物。

6.5甲方拖延交货超过六周，乙方有权解除此订货合约，则甲方应在乙方通知甲方解除合约的确认

后七天内，加倍返还乙方已付甲方的所有款项。

6.6若由于不可抗拒的原因而导致甲方交货延迟，甲方须在事故发生后24小时内提供由事故发生地的权威部门出具的有效证件。但即使在可顺延的情况下，甲方仍有责任采取安全有效的措施加速交货。

7.各项支持

7.1宣传支持

7.1.1甲方向乙方提供数量合理的公司宣传产品资料，以利于乙方开展销售工作，包括一定数量的包括图片，文字，影像在内的广告宣传资料，样品，检测报告。与乙方共同制定地区营销广告方案，协助乙方做好广告，促销等工作。

7.1.2 甲方对“吉时开启”产品的宣方进行统一管理，乙方不能擅自印刷生产宣传品，包括：说明

书、名片、广告、网站、其它宣传物品等。

7.1.3 乙方可自行组织宣传活动，甲方对展品和资料全力支持。

7.2日常技术支持

乙方须负责其销售的“吉时开启”产品售前、售后技术支持服务，甲方作为乙方的技术后援，乙方如遇到自身无法解决的技术问题，可以向甲方寻求技术支持。日常技术支持服务主要包括：免费热线支持服务、免费Ｅ－ＭＡＩＬ技术支持服务、新资料发放服务及新软件升级服务等等。

7.3现场支持

乙方遇到自身无法解决的技术问题时，可向甲方申请现场支援，具体事项由双方协定。若向甲方直接申请现场支持时，可由乙方技术服务负责人根据实际情况填写书面申请，甲方判断是否符合现场支援条件，若符合，则安排甲方工程师到现场支援。并按〈技术与服务〉合同决定是否收取相关费用。

7.4培训支持

甲方应积极为乙方提供技术培训，使乙方能较好地掌握“吉时开启”产品的应用和技术特点。

8.售后服务

8.1乙方出售给客户的产品，要记录产品序列号，每月报备给甲方，甲方给乙方提供产品保修书。

产品保修期5年（详见保修说明）。乙方应主动帮助客户登记保修。不登记保修的产品甲方按出货日期计算保修期。

8.2如果乙方所订购“吉时开启”产品在包换期内出现质量问题，可向甲方申请更换。

8.3如果乙方所订购“吉时开启”产品在安装使用过程中出现质量问题，可向甲方提出更换申请，经甲方确认后负责更换。更换时乙方需填写附件《换货申请表》，如未填写或填写不完整，甲方有权不受理更换申请。

8.4但对于由不可抗力引起的损坏（如天灾），或由人为引起的损坏（如：未按甲方提供的技术资料

中所列的用途和方法操作而引起的系统损坏；未能满足“吉时开启”产品正常运行所需环境条件或不满足电气参数要求而引起的系统损坏等），不在甲方包换范围之列。

8.5乙方应在每月度的《吉时开启分销商月销售信息表》中，填写本月度对用户的技术支持与服务情

况，并及时反馈协议产品存在的各种问题。

9.争议的解决

因履行本协议所产生的任何争议，双方本着友好协商的原则解决，如协商不成，应提请北京仲裁委员会仲裁解决。

10.协议期限

此协议（含相关附件）一式两份，双方签字盖章后生效，有效期至 2009年5月1 日，甲乙双方各执一份。

甲方：北京吉时开启电动门窗有限公司乙方：

盖章：盖章：

地址：北京朝阳区大黄庄平房路甲3号地址：

爱德森写字楼3层

签约人：签约人：

日期： 2008年5月1日日期：

电话： 010-85744491，2，3，4电话：

传真： 010-85744496传真：

篇3：零售经销商合同

China has experienced rapid economic growth since the 1980s. With an annual average economic growth rate of about 10% since the year 1990,the annual per capital disposable income of urban residents increased about 250% from 2000 to 2008 ( China Statistical Yearbook,2009 ) . Dramatically increased consumer spending power and a growing wealthy middle class have attracted many international retailers to Chinese markets,especially since China joined the WTO in 2001 ( Liu, 2007) . Meanwhile,new retail formats such as supermarkets, warehouse clubs, specialty stores, and convenience stores have become common ( Wang, Li & Liu,2008 ) . Retail sales of consumer goods increased 325% from 1998 to 2008 and reached 10. 8 trillion RMB in 2008 ( China Statistical Yearbook,2009) . The rapid growth has transformed the Chinese retail market which has become a very competitive battlefield for both international and domestic retailers ( Wang,et al. ,2008 ) . To succeed in this important and competitive market,it is critical to understand not only Chinese consumers' needs and wants but also their shopping and store patronage behavior. However,little has been done to systematically investigate consumers' patronage behavior in different retail channels and stores ( Uncles & Kwok,2009) . Failure to fully understand Chinese consumers' unique shopping and consumption behaviour hinder the success of some international retailers. Some recent examples include Best Buy and Home Depot from the United State.

Value is one of the most important measures for gaining a competitive edge ( Parasuraman,1997) and the basis for all marketing activities ( Holbrook,1994) . It is the key outcome of consumption experiences ( Holbrook,1986) and the most important indicator of repurchase intentions ( Parasurman & Grewal,2000) . In the retail market,shopping value affects retail outcomes and enhances such retail variables as consumer satisfaction ( Babin,Lee,Kim & Greffin,2005) ,customer share ( Babin & Attaway,2000) ,patronage intentions,customer loyalty,and word - of - mouth ( Jones,Reynolds & Arnold,2006 ) . Retailers, therefore, must deliver value to their consumers to enhance customer satisfaction and loyalty. With increasing purchasing power and abundant choices of retail outlets and products,Chinese consumers have become demanding ( Wang,et al. ,2008 ) . Gaining shopping experience and value has become important for them ( Davis, 2009) . Understanding Chinese consumers' shopping value and its effect on store patronage behavior such as store choices and preferences has become critical for international retailers and marketers ( Wang,Chen,Chan & Zheng,2000; Zhang,et al. ,2008) . Since the main body of shopping value literature was established based on Western consumers and markets,the first step would be to determine if established shopping value constructs and theories are also applicable to Chinese consumers. The second important step should be to investigate Chinese consumers' value perceptions in different retail outlets to better understand their shopping behavior. The purpose of this study is,therefore,1) to identify key consumer shopping value dimensions that Chinese consumers pursue in the marketplace; 2) to identify any similarities and differences in Chinese consumers' value perceptions when shopping at two major outlets,department stores and supermarkets.

Department stores are non - self - service retail outlets selling a large variety of merchandise that is organized into departments ( Uncles & Kwok,2009) . Department stores were introduced in China in the era of the central - planned economy. Before the economic reform beginning in the late 1970s, they served as the sole distribution channel for manufactured consumer goods ( Chan,Perez,Perkins & Shu,1997) . Department stores still serve as key retail outlets that provide Chinese consumers quality merchandise as well as one - stop shopping experiences. Supermarkets, on the other hand, were first introduced in the 1980s. They started in major Chinese cities including Beijing,Shanghai,and Guangzhou ( Mai & Zhao,2004) . Supermarkets expanded rapidly during the past two decades. During 2002—2007,the supermarket sector expanded with a cumulative growth rate of 22% in value sales, 19% in selling space, and 13% in outlets ( Euromonitor, 2008) . They are estimated to account for about 25% of the total Chinese retail market ( Zhang,2004 ) . Similar to mass merchandisers in the United States, supermarkets in China carry a large assortment of merchandise including fresh foods, groceries,home goods,as well as textiles and apparel. Many supermarkets have multiple floors,each focusing on a different product category, just like department stores. Chinese consumers' demand for high quality and large varieties of merchandise,from groceries,home goods,to apparel and accessories,makes supermarkets very popular. Today,department stores and supermarkets are major retail outlets that Chinese consumers rely on to satisfy their needs and wants ( Wong & Dean,2009) . With an increasingly crowded retail environment,these two popular retail outlets in China are facing fierce competition. By understanding consumers' value perceptions in each retail outlet,supermarkets and department stores can understand their consumers better,which can lead to better customer satisfaction and value delivery. So,the findings of this study not only contribute to Chinese consumer shopping literature by understanding Chinese consumers' shopping behavior,but also provide insight that can enable department stores and supermarkets to better position themselves in the local retail market.

2 LITERATURE REVIEW

2. 1 Consumption Value

Holbrook ( 1986) defined value as “an interactive relativistic preference experience” ( p. 32) and argued that value is found in the experience of consumption of products ( services) rather than in the purchase,although purchase can be a part of consumption experience. Therefore,although a product may have many attributes,those attributes come to represent consumer value only after they are appreciated or perceived by consumers. Holbrook ( 1986) also developed a value typology that was structured on broad conceptual classifications. According to Holbrook's value typology ( 1986) ,consumer value in the consumption experience has three dimensions: ①extrinsic vs. intrinsic; ②self - vs. other - oriented; ③active vs. passive. Extrinsic value and intrinsic value are also known as utilitarian value and hedonic value,respectively. Value is self - oriented when a consumer appreciates a product or experience for his /her own sake and other - oriented when a consumer looks beyond self to others such as family,friends and the universe. Furthermore,value is active when it involves things done by an individual and reactive when it comes from things done to an individual ( Holbrook,1986 ) . When combining those three dimensions, eight different types of consumption value emerge: four self - oriented values and four other - orientated values. Self - oriented values include efficiency ( extrinsic /active) , excellence ( extrinsic /passive ) , play ( intrinsic /active) ,and aesthetics ( intrinsic /passive) ; and other - oriented values include politics ( extrinsic /active) ,esteem ( extrinsic/passive) ,morality ( intrinsic/active) ,and religion ( intrinsic /passive) .

Zaithaml ( 1988) emphasized product value and conceptualized consumer perceived value ( CPV) as“the consumer's overall assessment of the utility of a product based on a perception of what is received and what is given” ( p. 14) . That is, CPV is a trade - off between benefits and sacrifices perceived by the consumer when considering a supplier's offering. The benefit component of value include salient intrinsic attributes, extrinsic attributes,perceived quality,and other aspects such as convenience and appreciation; the sacrifice components include both monetary prices and non - monetary prices such as time, energy, and effort to obtain products and services ( Zaithaml,1988) . Sheth,Newman,and Gross ( 1991 ) further extended the concept of CPV and developed a theoretical framework of consumption value. According to this theoretical framework,consumer choice of products and /or services is a function of multiple consumption value dimensions including functional value, social value, emotional value, epistemic value,and conditional value. Functional value is the perceived utility acquired from an alternative's capacity for functional,utilitarian,or physical performance; social value is the perceived utility acquired from an alternative's association with one or more specific social groups; emotional value is the perceived utility acquired from an alternative's capacity to arouse feelings or affective states; epistemic value is the perceived utility acquired from an alternative's capacity to arouse curiosity, provide novelty,and /or satisfy a desire for knowledge; and conditional value is the perceived utility acquired by an alternative as the result of the specific situation or set of circumstances facing the choice maker ( Sheth,et al. ,1991) .

It is clear that consumption value has been defined from different views. Some scholars view it as the outcome of consumption experiences ( Holbrook,1986) and others view it as the criteria for product /service choices ( Sheth, et al. , 1991) . Meanwhile,some researchers view it from the economic perspective and regard it as the trade - off between benefits and sacrifices ( e. g. Zaithaml,1988 ) . Based on the different definitions,a number of different value dimensions have been identified.

2. 2 Consumer Shopping Value

Based upon consumption value research, scholars approached the concept and dimensions of shopping value in a number of ways. Following Holbrook ( 1986) ,Babin,Darden,and Griffin ( 1994) defined shopping value as the evaluation of the overall worth of a shopping experience. As the outcome of a shopping trip,Babin,et al. ( 1994) proposed two fundamental dimensions to shopping value,utilitarian and hedonic value,which is the extrinsic versus intrinsic dimension of Holbrook's value typology. Utilitarian value relates to shopping as a work mentality,which can explain shopping trips as “an errand”or“work”and emphasizes task accomplishment ( Babin,et al. ,1994) . In contrast,hedonic value involves fun, playfulness, and sensory reactions, which reflects shopping's potential entertainment and emotional worth and focuses on the immediate gratification provided by the shopping experience ( Babin, et al. , 1994 ) . Rintamiki, Kanto, Kuusela,and Spence ( 2006) argued the importance of recognizing social value as an independent shopping value construct rather than a sub - dimension of hedonic value. They ( 2006) further proposed that utilitarian value derives from money saving and shopping convenience; hedonic value derives from exploration and entertainment; and social value is gained from status and self - esteem enhancement.

Mathwick,Malhotra,and Rigdon ( 2001) ,on the other hand,followed the value typology of Holbrook ( 1986) to investigate and assess retail shopping experiences in Internet and catalogue shopping contexts. Focusing only on self - oriented value,Mathwick,et al. ( 2001) argue that experiential shopping value has four dimensions: consumer return on investment ( CROI) ,service excellence,playfulness,and aesthetic appeal. Using a hierarchical structure, Mathwick, et al. ( 2001) conceptualized escapism and enjoyment as indicators of the higher order dimension of playfulness; visual appeal and entertainment as indicators of aesthetics; and efficiency and economic value as indicators of consumer return on investment. Also based on Holbrook's ( 1986 ) theoretical framework of value typology,Kim ( 2002 ) discussed and contrasted consumer value experienced by mall and Internet shopping in a conceptual article. In the discussion,playfulness is acquired through sensory stimulation,entertainment and social interaction; aesthetics through ambience; efficiency through convenience and resources ( time,effort and money) ; and excellence through product performance and customer service. It can be seen that although Holbrook's value typology provides a framework for analyzing shopping value in different retail channels, researchers disagree on the components of each value dimension.

Overall, the literature on consumer shopping value is fragmented. In an effort to provide a holistic view of shopping value,Davis and Dyer ( 2012 ) investigated shopping value dimensions based on the value theory developed by John Dewey ( 1939) that argues that value is derived from the fulfilment of consumers' needs and wants. Consumers shop to satisfy a broad range of personal and social needs that go beyond pure acquisition of goods and services ( Tauber,1972; Westbrook & Black,1985 ) . Viewed broadly, consumers go shopping because they experience a need and recognize that shopping activities can satisfy that need. Based on Dewey's value theory, when the need is fulfilled,whether actual or perceived,the consumer then develops a value perception of the experience that is associated with the needs and wants that motivated the foray into the marketplace. That is,satisfying a specific shopping need leads to the consumer's perception of gaining a specific shopping value ( Davis & Dyer,2012) . By connecting consumer shopping motivations and value perception,Davis and Dyer ( 2012) identified nine shopping value dimensions that are most relevant to compare consumers' shopping experiences in department stores and mass merchandisers. Those nine dimensions are acquisition value, transaction value, efficiency value, choice value,aesthetic value,exploration value,self - gratification value,social interaction value,and social status value. The definition of each value dimension is listed in Table 1.

Source: Davis and Dyer ( 2012) .

2. 3 Consumption Value and Chinese Consumers

Although some researchers have used the value concept to study Chinese consumers,much of the effort has been focused on personal value and cultural value. For example, Tai ( 2008) investigated the relationship between personal values and shopping orientation among adult working consumers in Taipei,Hong Kong and Shanghai. The study found that Chinese consumers in greater China share similar personal values, and there existed significant relationships between personal values and shopping orientation. Specifically,self - actualization value was the most important personal value that affects Chinese consumers' shopping orientation ( Tai,2008) . Cai and Shannon ( 2012) found that beside self - actualization ( or self enhancement) value, self - transcendence value, which is related to protecting and enhancing the well - being of other people and nature in general, positively affects Chinese consumers' attitude towards mall attributes. Chan ( 2001) also found that the traditional cultural value of collectivism and man - nature orientation positively affect Chinese consumers' attitude towards green purchases.

Few studies have explored the role of consumption value in Chinese consumers' consumption behavior, and even fewer have tapped into consumer shopping value. First, Chinese consumers were found to emphasize more on the utilitarian or functional value of products ( Tse, Belk & Zhou,1989 ) . However,with improving personal income and living standards,Chinese consumers may focus more on other dimensions of product and consumption value. Xiao and Kim ( 2009) reported that functional value,emotional value,and social value conceptualized by Sheth,et al. ( 1991) were positively related with Chinese consumers' purchasing of foreign brands. Yu and Bastin ( 2010) ,furthermore,explored the relationship of hedonic shopping value and impulsive buying behavior. They ( 2010) identified five dimensions of hedonic shopping value, namely novelty,fun,praise from others,escapism and social interaction for Chinese consumers. Further empirical study shows that novelty,fun,and praise from others have a significant positive relationship with Chinese consumers' impulsive buying behavior ( Yu & Bastin,2010) . In conclusion,limited studies confirmed that consumption value is effective for understanding Chinese consumer behavior and more extended research in the area is needed.

Two major retail outlets in China,department stores and supermarkets, may satisfy different consumer needs and wants,as they do in western countries,thus offering different types of shopping value to Chinese consumers. Wong and Dean ( 2009) found that product quality and customer orientation,or retailers' commitment to consumer needs and value delivery,positively related to perceived value for Chinese consumers in supermarkets and department stores respectively. Chinese consumers seek quality and choices at supermarkets and recreational shopping experiences at department stores ( Wong & Dean,2009; Davis,2009 ) . Department stores are popular destinations for weekend family outings ( Chan,et al. ,1997) . Therefore,it is hypothesized that the shopping value that Chinese consumers perceive gaining in department stores is different from that they perceive gaining in supermarkets.

Hypothesis: The shopping value that Chinese consumers perceive gaining from shopping at department stores is different from that they perceive gaining from shopping at supermarkets.

3 METHODOLOGY

3. 1 Qualitative Preliminary Study

For the purpose of this study,a qualitative study was first conducted in Northwest China to identify shopping value dimensions that are most relevant to Chinese consumers' shopping experiences in department stores and supermarkets. A convenience sample of 18 consumers who frequently engaged in shopping activities participated in in - depth interviews. The majority of them were female consumers. Ten of the participants were in their 20s and 30s and six in their 40s and 50s. The interviews were lightly structured,using focused,open - ended and non - directive questions in which discussions followed participants' responses and issues ( Mariampolski, 2001 ) . In - depth interviews were conducted in locations that were convenient to participants, including their homes and offices. Each interview was from 30 to 60 minutes long. All the interviews were recorded upon permission and later transcribed into text for interpretation.

Content analysis methods were used to identify possible shopping value dimensions that participants perceived they gained and actively sought from their shopping experiences. Common themes were developed based on the shopping value framework developed by Davis and Dyer ( 2012 ) . The data reveal that for the majority of participants,shopping is an important part of their daily lives. To satisfy their needs for everyday products and services through shopping,some participants tended to shop around to gain the best economic product value or acquisition shopping value. They valued the broad range of product categories and assortments that provide one stop - shopping convenience and freedom of choices,and enjoyed the efficiency and effectiveness of their shopping trips. Therefore,choice value and efficiency value are important for participants. Some participants shopped a lot for the excitement and thrill of finding deals and bargains. For many participants,the retail market is an important product and market information source. They liked to shop just to find out about new products and fashions,and discover new trends. Furthermore, for the majority of participants, shopping is about releasing stress and improving mood. More importantly, shopping for them is about socializing with family and friends. Therefore, transaction value,exploration value,self - gratification value, and social interaction value are all important for participants. Finally,some participants also emphasized shopping to appreciate beautiful retail visual displays and enjoy a pleasant shopping environment. Therefore,they sought aesthetic shopping value. In conclusion,the findings reveal that all shopping value dimensions except social status value identified by Davis and Dyer ( 2012) are also commonly pursued by northwest Chinese consumers.

3. 2 Quantitative Study

To test the hypothesis,a survey instrument was developed using existing scales adopted from Davis and Dyer' ( 2012 ) study ( See Table 2) . The responses to scale items were measured on a seven - point Likert - type scale anchored between “strongly disagree” ( 1) and“strongly agree” ( 7) . Scales were translated into Chinese and then back - translated into Chinese to ensure accuracy of the Chinese translation ( Malhotra,1996) . The data was collected in Lanzhou City,Gansu province. As the capital city of Gansu province,Lanzhou is one of the most important cities in Northwest China. It has the largest economy in Gansu province with a population of 3. 32 million. Its retail landscape has changed dramatically since 2000 with the opening of its first supermarket - Lanzhou Hualian. In 2008,the retail sales in the city reached 342. 66 billion RMB. However,international retailers have not entered the local market,which makes it appealing to international retailers.

Note: Subjects responded to each survey item on a 7 - point Likert - type scale ranging from ( 1) strongly disagree to ( 7) strongly agree. The original scales were modified by substituting“supermarkets”or“department stores”within each measurement item. Those substitutions are represented here by XYZ.

Two hundred fifty - three female Chinese consumers from a convenience sample participated in the study. All respondents shopped at both supermarkets and department stores regularly. The majority of them were 25 to 44 years of age. About 83% of respondents belonged to the Han ethnic group. While 46% of respondents have college education,only 8% of them earn more than 3000 RMB per month. Therefore, the respondents tend to be younger consumers with relatively lower incomes. The respondents' demographic information is presented in Table 3.

4 ANALYSIS

To validate the study constructs,a principal component factor analysis with varimax rotation was conducted. Factors with eigenvalues greater than 1. 0 and loadings of. 50 were used as the criteria for retaining items ( Hair,et al. ,2006) . Items did not have high loading on any one dimension and those that have high loadings on more than two dimensions were eliminated from further analysis. The factor analysis indicated that after the scale purification,all the remaining items measuring each shopping value construct loaded highly on only one dimension ( see Table 2 ) . In conclusion,the factor analysis confirmed that all constructs of the study are valid. Furthermore, each scale satisfied the Cronbach's alpha larger than 0. 70 criterion preferred in previous research studies,with the exception of the choice value scale which at 0. 69 was considered borderline but acceptable ( Peter,1979; Peterson,1994) ( see Table 2) .

To compare participants' shopping value perception from their shopping experiences at department stores and supermarkets, a full factorial multivariate analysis of variance ( MANOVA) and univariate analysis of variance ( ANOVA) tests were used to analyze data. Table 4 presents the MANOVA and ANOVA results. The MANOVA test was used because it is a conservative test that is ideal for controlling for the overall type I error rate for multiple comparisons ( Hummel & Sligo,1971) . The p - value of Wilks' lambda test was significant at p < 0. 001,suggesting that overall shopping value that participants perceived at department stores was significantly different from that they perceived at supermarkets ( p < 0. 001 ) . Thus the null hypothesis is supported. The descriptive statistical analysis shows that participants perceived gaining high levels of acquisition value ( u = 5. 15 ) ,transaction ( u = 5. 01 ) , efficiency ( u = 5. 01 ) , and choice value ( u = 5. 57 ) at supermarkets, and high levels of exploration value ( u = 5. 45 ) ,aesthetic value ( u = 5. 19 ) , and choice value ( u = 5. 97 ) at department stores ( see Table 4) .

ANOVA tests were used to compare participants' perception of each shopping value at department stores versus supermarkets. ANOVA tests show that participants perceived significantly higher levels of acquisition value,that is,what - you get - from - what - you - give value at supermarkets ( u = 5. 15) than at department stores ( u = 3. 61) . They also perceived significantly higher levels of transaction value,or gaining pleasure by finding deals and bargains,as well as efficiency value at supermarkets ( u = 5. 01 for both dimensions) than at department stores ( u = 4. 58 and 4. 77,respectively) . Meanwhile,participants perceived significantly higher levels of choice value,aesthetic value,exploration value,and social status value at department stores with the mean of 5. 97,5. 19, 5. 45,and 3. 83 respectively. However,there is no significant difference in social interaction value or self - gratification value between department stores ( u = 4. 34 and 4. 63,respectively) and supermarkets ( u = 4. 41 and 4. 34, respectively) .

Note: * 1 = supermarkets; **2 = department stores.

5 RESULTS AND DISCUSSION

Although shopping value significantly affect consumers' patronage behavior ( e. g. Babin & Attaway,2000) ,limited studies have explored shopping value and its effects on consumers' patronage behavior in China. This research sought to investigate Chinese consumers' shopping value perception at department stores and supermarkets,which are two most popular retail outlets in China. The study first explored major shopping value dimensions shared among Chinese consumers using a preliminary qualitative study. The findings from the qualitative study reveal that all value dimensions except social status shopping value from the shopping value framework provided by Davis and Dyer ( 2012) are common among Chinese consumers. To satisfy their needs for goods and services,Chinese consumers seek acquisition value ( economic value of products ) , choice value ( a broad choice of merchandise) ,and efficiency value ( the efficiency of their shopping trips) . They also shop to satisfy a broad range of psychological and emotional needs, as Davis, Peyrefitte and Hodges ( 2012 ) concluded. The satisfaction of those needs leads to exploration value ( finding novelty goods and learning fashion trends) ,social interaction value ( socializing with family and friends) ,self - gratification value ( improving personal well - being ) , aesthetic value ( enjoying pleasant retail visual displays) ,and transaction value ( gaining pleasure from finding a bargain) .

The study then explored the similarities and differences in value perception from their shopping experiences at department stores and supermarkets using a follow up quantitative study. The statistical analysis reveals that participants perceived gaining significantly different shopping value at department stores and supermarkets. They perceived significantly higher levels of hedonic shopping value,including exploration value,aesthetic value,and social status value at department stores,which means that they felt learning more about fashion trends,seeing more beautiful visual displays,and gaining higher levels of the sense of social approval when shopping at department stores. However,findings reveal no difference between the perception of gaining self - gratification value and social interaction value at those retail outlets,which indicates that Chinese consumers shop at both outlets to socialize with others and /or improve their personal well - being. Because self - gratification and social interaction are two dimensions of hedonic shopping value ( Yu & Bastin,2010) ,the findings suggest that supermarkets do provide some levels of recreational shopping experiences in the marketplaces. However,department stores provide a broader range of recreational shopping experiences and hedonic shopping value to consumers.

Secondly, although participants perceived significantly higher levels of social status value at department stores,the means of social status value at both retail outlets are relatively low with 3. 82 at department stores and 3. 40 at supermarkets. This finding is consistent with that of the preliminary qualitative study,which suggests Chinese consumers are less likely to shop to gain social approval and acceptance. Although Chinese consumers do shop to satisfy social needs,their social needs can be very different from those of Western consumers ( Davis, et al. ,2012) . Therefore,social status shopping value may only be effective in explaining certain specific Chinese consumers' shopping behavior such as mall shopping ( Cai & Shannon,2012) and consumption of luxury goods. Thirdly, participants perceived gaining higher levels of choice value at department stores,which can be explained by the fact that major local department stores are all full - line department stores and some of them even have a grocery store within. On the other hand, participants perceived gaining significantly higher levels of acquisition value,which means that they perceived getting better price value and deals,at supermarkets. They also perceived gaining significantly higher levels of transaction value at supermarkets,which may be explained by more bargain hunting opportunities in supermarkets because of frequent promotions and weekly specials. Furthermore, participants perceived significantly higher levels of efficiency value at supermarkets which also indicates that consumers are more likely to shop at supermarkets to satisfy their needs for everyday products where efficiency is important.

6 CONCLUSION AND IMPLICATIONS

With the economic development and improvement of living standards,Chinese consumers are becoming more demanding ( Wang et al. ,2008 ) . Meanwhile, the development of the Chinese retail industry and the entrance of international retailers have created a very competitive retail environment. To be successful,retailers have to create and deliver value to their consumers,just as in Western markets. Therefore,it is more important than ever for retailers to identify critical shopping value for Chinese consumers and understand the effect of shopping value on their shopping behavior. This study contributes to the literature by exploring key shopping value dimensions for Chinese consumers and their value perception in two most popular retail outlets,department stores and supermarkets,by using the shopping value framework developed by Davis and Dyer ( 2012) . The findings indicate that shopping value has multiple dimensions for Chinese consumers, as it does for Western consumers,which supports Yu and Bastin's ( 2010) findings. They also indicate that majority value dimensions identified in western markets are also applicable to Chinese consumers because of the newly established consumer culture. It is clear that from Chinese consumers' perspective, shopping is about satisfying different needs and wants,thus pursuing different shopping value. Rather than just focus on functional value of products, as indicated in earlier studies ( e. g. Tse,et al. ,1989) ,Chinese consumers emphasize a broad range of shopping value,including hedonic value. Yu and Bastin ( 2010 ) concluded that hedonic shopping value has become important for Chinese consumers. The findings of this study provide further evidence that today's Chinese consumers are very likely to shop for fun and experiences,that is,to pursue hedonic shopping value. Like Western consumers,Chinese consumers desire a pleasant shopping experience in the marketplace. Chinese consumers have become more hedonic orientated. Thus,pursuing both utilitarian and hedonic value has become essential to explain Chinese consumers' shopping behavior.

On the other hand,the findings also suggest that today's Chinese retail markets do provide a broad range of shopping value to consumers, from those associated with purchasing goods and services,such as choice value,acquisition value, and efficiency value,to those related to hedonic shopping experiences like exploration value,social interaction value and self - gratification value. However, Chinese consumers do experience somewhat different shopping value at department stores versus supermarkets. They experience and perceive gaining more dimensions of hedonic shopping value at department stores,and more dimensions of shopping value that are associated with exchange activity at supermarkets: transaction, acquisition, and efficiency value. But at the same time, they perceived gaining similar levels of socialization value and self - gratification value in both retail outlets, which means that they gained similar hedonic shopping experiences in those retail outlets by socializing with family and friends,releasing stress,improving mood,or treating themselves to something special there. This is quite different from US retail markets where consumers mainly perceived gaining utilitarian shopping value from shopping at mass merchandisers ( Davis & Dyer,2012) .

The difference in consumers' value perception from shopping at department stores and supermarkets also indicate that those two retail outlets clearly have different marketing positions and value propositions in the local market. That is,department stores deliver a broader range of hedonic shopping value and supermarkets do a better job delivering functional shopping value. To cater to local consumers' desire for gaining different value and shopping experiences, these outlets may want to strategize not only to reinforce their key value proposition but also explore other choices. For example, supermarkets, which already deliver good socialization and self - gratification value,may want to emphasize more on satisfying consumers' needs for relaxation and socialization by adopting simple strategies such as providing resting areas and adding snack bars, thus enhancing hedonic shopping value for consumers. Department stores,on the other hand,may host special events such as fashion shows and emphasize a more exciting shopping environment to attract more consumers.

7 LIMITATIONS AND FUTURE STUDIES

Although this study contributes to our understanding of Chinese consumers' shopping value,it has some limitations. This research used a convenience sample; therefore,special care should be taken to generalize the findings to the overall population. Further studies may use other sampling methods such as store intercept and random sampling to further verify the findings. Content - wise,while the study shed light on Chinese consumers' value dimensions and value perception in two key retail outlets in China,it did not investigate which value dimensions are more important for consumers shopping at each outlet. Therefore future studies may focus on evaluating the importance of each value dimension at different shopping outlets. Although the findings of the study suggests that many shopping value dimensions identified in the western consumer markets are also applicable for Chinese consumers, future studies may still focus on identifying unique shopping value dimensions for Chinese consumers because of their unique culture and history background. Meanwhile,future research may focus on developing better value measurement scales specific for measuring Chinese consumers' shopping value. It is also critical to investigate the effect of shopping value on consumer patronage behavior, such as shopping frequency, expenditure, store choices and retail brand loyalty.

篇4：聪明的经销商如何应对零售业困境

零售业面临着严峻形势，超市运营成本节节攀升，赢利能力急剧下滑，很多费用势必转嫁到供应商头上，而作为供应商整体销量可能没有太大的下滑，但如何面对费用增高、单店产出降低、服务成本增加等侵蚀本不多的毛利空间，是不得不面对的残酷现实，那么，现实摆在面前的供应商们，该怎么面对和应对这种局面呢？

换合作合同抬头降低费用

按惯例，一般超市的合作合同扣点是按合作期限逐年递增的，也就是说，合作初期，给供应商签订的合同扣点相对较低，但各零售系统虽有差别，都是按照每年1—2个点左右增加供应商的合同无条件返利，但合作到8年时，供应商的无条件返利达到12—15个点，而很多供应商的毛利空间维持在30%—40%之间，当合同扣点一项超过12%时，如果没有厂家的支持，供应商基本沒有利润而言，如果通过给产品涨价策略，超市很难接受，而且会转嫁到终端价格上，严重影响销售。而目前绝大部分供应商和超市的合作期限都超过了10年，因此都面临费用居高不下、利润逐年下滑的困境。

要想改变这种困境，供应商可以采取下面的策略：1.重新注册一个公司，在超市另行开户合作。2.把新引进的品牌放在新户头上先行操作。3.如果转场费用不高，可以直接将原有户头条形码转至新户头操作。4.转场费用过高，可以寻求厂家支持，分摊转场费用。这样，有了新户头，就是一个新供应商，合同扣点可以从低点开始签订，恢复到初期合作的合同扣点，可以暂缓几年供应商毛利空间降低的压力。

以特殊条件换取绿色通道和资源

一般的超市，都有一些针对特殊商品、临时条码、特殊价格、特殊政策、季节性、竞争性采购的绿色通道，比如费用低、无扣点、账期短等等。供应商可以和采购进行信息沟通，了解需求，寻找此类商品或通过与厂家沟通，定制此类商品，以临时码等形式进入超市销售，争取终端陈列免费资源、拉高客单量，加快资金周转，拉低费用率，以实现整体净利润的增加，与此同时，还可以加强与超市的合作紧密程度，减少超市在可有可无等费用上的盘剥。

调整产品结构，做好单品管理

在一个超市系统的成功与否，关键还在于终端产品的选择，选择适合的单品，形成合理的产品结构，基本就成功了一半。在做产品结构调整时，要充分考虑下列几点：

1.关注单品的自然销量表现，重点扶植大单品。产品的自然销售没有促销浪费，是能带来最大利润的，同时要做数据的统计分析，从自然销售好的产品中，选出更具潜力的单品，并把资源集中，做出大单品，有了大单品就会有竞争力，就会引起终端的注意，因为销量对采购和门店来说是最重要的考核指标，其势必会提供更为优势、廉价的资源；而与此同时，在一个区域、一个系统，单品做大了，也会引起厂家的关注，同样会得到厂家各方面的支持、投入。作为自身而言，单品做大了，门店配送客单量也会增大，势必会降低门店直配的物流成本。

2.单品与同类竞争型单品的差异表现。差异化才会吸引消费者的眼球，差异化才可以提升产品的价格，因此，在商品极度丰富的终端，想要跳出来，还是要与同类竞品有所区隔，这种差异可以是在包装、价格上，也可以是在品牌在所在区域的影响力、同类竞争单品的数量上等等。

3.对于以便利连锁为主的系统，还要充分考虑产品包装率的适应度。现在很多终端以便利连锁为主要经营模式，而门店的面积都不大，不论是终端陈列位置还是门店的仓储能力都很有限，况且门店的货物周转周期比起大卖场要慢得多，因此，一些大包装率的产品往往不受门店人员待见，来了货不能全部摆上货架，而仓库又没有足够的存放位置，从而导致有些货物要么没货了门店人员也不愿意给总仓下单，要么就是导致一批货来后，动销慢，导致产品日期过长，甚至滞销。所以，在做此类系统时，要和厂家充分协调，多提供一些包装率相对较小的产品，利于门店的返单率，不至于导致门店断货，增加陈列产品的新鲜度，促进产品的销售。

4.注重单品的毛利空间。很多供应商都有这么一个理念，销量好的产品毛利空间可以低很多，但笔者觉得这是老皇历了，关注销量，也要关注产品的毛利空间，既有销量，也有利润才是最好的结果，不是不可以以低毛利冲量，而是应该选择正常销售时保证产品足够的毛利空间，活动期间可以以相对较低的价格冲击市场，提升销售量。

5.砍掉资源浪费型单品。供应商花了很多进场费、条码费将产品导入终端，当然不希望有一个单品死掉，但往往市场的表现总会良莠不齐，对于销量惨不忍睹的单品，很多供应商都是抱着这样一个心态，卖不好也要占一个排面，细细想想，它的表现已经不尽如人意了，占了排面又有多大的意义呢？更何况，每个超市系统都有严格的单品考核，销量差的单品本身就会被超市退货，直至锁码、清场，末位淘汰掉。很多供应商即使花了很大的客情代价去维护住暂时不被淘汰的命运，但终因其不良的表现，既不会给供应商带来销量和利润，最终也难逃死亡的命运。而这个过程，供应商的资源被白白地浪费掉，毕竟超市的终端陈列资源就这么多，没有被淘汰的，就没有新引进的，从而导致供应商错过了很多新品上市的时机，很多有潜力的单品没有机会与消费者见面。因此，供应商都要敢拿自己开刀，把一些表现不佳又浪费资源的单品快速地砍掉，为自己置换出更好的单品机会和降低服务成本。

注重单店推广陈列

毕竟供应商的资源有限，想把所有门店都管理好、照顾到是不现实的，也会浪费大量的人力物力，倒不如把所有门店依据门店人气、销量、区域位置进行分类分级，将资源集中向优质终端店投放，注重单店的推广、集中陈列、特殊陈列、试吃试用、导购、广告宣传，并持续投入，既会提升单品产出，提高新品推广的成功率，同时也会博得门店的青睐，争取更多的资源和合作的紧密程度。

注重传统渠道，增加新渠道

大部分做商超的供应商都有一个渠道短板，就是不太重视传统渠道或者压根儿没做传统渠道，基本上是一条腿走路，因此，在商超增长遇到瓶颈且大环境不好的前提下，尽管利润低一些，流通传统渠道还是有自身的优势。比如，产品周转快、资金回笼快、活动期预收二级商货款、渠道下沉直控一些流通渠道客户、处理大日期货物等等；对供应商自身的市场布局和市场把控也是有好處的，比如对价格体系的把控度、抵制外围串货、新品同步推广等等。

同时，供应商有必要依据自身产品的特性，涉足一些新的渠道，比如监狱、高校、交通等一些特通渠道，也可以是一些工业用户（比如快餐连锁原辅料）、厂矿企业内部供应等等。

依据产品类型，适度做电子商务

互联网时代来临电商崛起，我们作为供应商不可以置身事外，要选择适合做的产品适度触电，但做电商产品是有其特殊性的，不是说拿个线下产品就可以在线上销售，可以向厂家提出产品设计要求，定制一些适合电子商务平台的产品和包装类型，与线下产品有所区别，也可以避免和线下在价格等方面有冲突。但笔者有必要提醒，对于大部分从事电商的企业、运营商、普通店主而言，电子商务其实是个美丽的神话，不是谁都可以轻易从中获得成功的，也是需要大量的投入且需要拿时间换空间的，就目前从事相关业务的，赢利的恐怕不超过20%。因此，供应商万不可一头扎进电子商务中，要审时度势，谨小慎微。

趋势不可阻挡，商业模式的变化不可违，不论是物美采取招标方式淘汰中小供应商，选择直接与厂家合作，还是沃尔玛采购模式的变化，减少二、三线供应商也好，都是商业内外部环境发生变化、行业竞争的结果导致裂变。因此，没有哪一家供应商能在这次洪流中置身事外，要么惨死，无情地被淘汰，要么选择变化，跟上不可逆转的潮流，转型是必然，必须有足够的心理准备和勇气去面对。其实，中国一直在沿袭着欧美一些国家的经济变革、商业模式变革，但中国的经济又有着自身的特性。在欧美，很多服务商、物流商可以做成几百亿美元的产值，这就是趋势，因此，如果不做自有品牌，供应商未来还可以向物流服务商转变，服务费、仓储费、物流费、佣金等将是未来供应商主要的利润来源，是大势所趋！

能否华丽转身，就要看供应商们以一种什么样的战略高度和思路去看待大环境的变化和自身未来的定位和发展目标！

篇5：零售经销商合同

直供零售店

中高档市场，品牌力是切入市场的第一要素，这部分市场进入难度很大，需要大量的广告支持，跟进型企业很难在品牌、渠道、传播上与强势品牌抗衡，所以发展潜力不大。而中低档市场潜力巨大，由于这个层次的产品讲究实惠，不注重品牌，竞争相对较弱，还存在市场空白点。尤其在中国广大的乡镇市场，这个市场会有很大增长。目前，简装酒正在成为三四级市场的新宠就是一个佐证，经销商也对这样的产品表现出了很高的兴趣。

三四级市场的夫妻店和便利店等零售店在这一级市场的作用举足轻重，特别是中低档酒，要想在乡镇市场中成功登陆，应该领先一步，将更多精力放在这一渠道，避开和一些大品牌在竞争白热化的渠道里硬碰硬。

尽管这样运作避开了一系列问题，但是新的问题也随之而来了。首先是运作空间的问题，这样的产品利润空间小，广告费用、二批的利润怎么分配?其次是没有广告的拉动，也没有领导消费群体的影响，怎么让零售店接受这个产品。其三，零售店接受之后，还有一个如何让消费者接受的问题。这些问题都成了市场开发的拦路虎。而这些问题又是环环相扣的，哪一环解决不好，都会直接导致市场运作的失败。

产品的利润空间小，直接导致了产品操作受到限制。天津真德酒业公司的王经理认为，操作这样的产品是对经销商的管理和配送能力的一大考验，操作难度一点都不低。但是反过来说，运作这样的产品也存在一些技巧，只要运作得当，市场容量是很大的。产品利润率低，不等于产品利润低―――简装酒运作好，一样能赚到钱。他正在运作一个类似的低档酒，在没有任何广告的情况下，他把这个卖到1000万。他是采用直供模式操作零售店的。

他往县镇级的超市天天送货，而且是现款操作。由于是直供，即使价格略微高于竞品，但由于避开了层层批发，再加上有促销政策，超市拿货的积极性很高，

采用促销政策打动零售店老板

由于是绕过二批自己直供，应该说操作上有了一定的空间。但是新问题来了，这样的零售店往往经营并不稳定，所以赊销的风险很大，对这样的零售店，必须现款现货，否则无论对企业还是经销商，都会贻害无穷。

但是对于一个没有知名度的产品，如何打消零售店对现款现货的抗拒和顾虑，让他们从口袋里拿出现金来?因为市场上有很多酒是给零售店赊销铺货的。

福建漳州某休闲食品的销售总经理郑志伟对此给出的建议是：采用促销打动零售店老板：

1.产品线要丰富。零售店往往依靠产品丰富带动销售，给消费者多种选择机会。同样情况下，产品线丰富的话平均到单品数量就不多，对零售店的压力就不大，资金周转也会相对快一些。东方不亮西方亮，总有一款产品是被消费者喜欢的，有动销，零售店老板就有了信心，信心带动他主动推荐，销售就会走向良性循环。

2.人员促销：就是需要业务员去跟进、沟通零售店的老板，但是要注意业务员的管理问题。

3.陈列促销：给零售店老板承诺只要上架就给奖励，奖励的形式可以多样化，比如给实物、给奖金、给积分等等，给零售店老板选择的机会。这是十分重要的一步，相当于成功的开端。一般产品上架老板就会给消费者大力推荐，因为占用了他们的货架，也占用了他们的资金。

4.招贴画是很重要的一环。因为操作这样的产品空间有限，所以零售店的POP就显得很重要了。

5.销售奖励：销售到一定数额就给相应的奖励。可以送现金，也可以送其他实用的东西，零售店的老板更注重赠品的实用性，比如毛巾、香皂等等。另外就是送当地价值适当的畅销产品，送这样的产品就等于给他送现金。

6.用市面没有的无法评估价值的小礼品做赠品带动消费者购买。因为是新产品，要引导消费者实现第一次购买，必须吸引消费者或者让消费者感到很超值。