<p><strong>CVS</strong> 是美国最大的零售商之一，拥有超过 <strong>9,000</strong> 家门店。虽然一致的购物体验对连锁店很重要，但这家药房零售商越来越致力于创造 <strong>一个能够满足每个地方社区需求的店内环境</strong>。</p>
<p><img src="https://imageproxy.pbkrs.com/https://www.retailtouchpoints.com/wp-content/uploads/2025/03/CVS-2-1280x962.jpg?x-oss-process=image/auto-orient,1/interlace,1/resize,w_1440,h_1440/quality,q_95/format,jpg" alt="" original-src="https://imageproxy.pbkrs.com/https://www.retailtouchpoints.com/wp-content/uploads/2025/03/CVS-2-1280x962.jpg"/></p>
<p>CVS 在全国的门店分布可视化；红色越深，门店渗透率越高。（图片来源：CVS）</p>
<p>“我们在药房领域始终会有市场份额，在医疗和美容产品方面也会有市场份额，但真正推动我们零售业务增长的市场份额是 <strong>你可以在 CVS 找到几乎所有东西的市场份额</strong>，” CVS Health 的高级副总裁兼首席商品官 Musab Balbale 在本周的 Shoptalk 会议上表示。“如果你想要网球，您可以等着送货，或者去大型体育用品商店，但如果你正要去球场，难道不应该在路上有一个非常方便的地方吗？ <strong>这几乎就像老式的杂货店——这就是我们提供的核心。</strong></p>
<p>实现这一承诺的关键是一个复杂的 <strong>本地化战略</strong>，涵盖从 <strong>店铺格式到商品陈列再到定价</strong> 的方方面面。该战略依赖于对当地社区的理解，以及对购买模式和需求的机器学习洞察。</p>
<h2><strong>本地化商品和库存布局</strong></h2>
<p>零售商最近宣布正在测试一种新的小型药房专注概念（稍后会详细介绍），这可能让人认为公司正在寻求加强这一业务领域。部分是这样，但 <strong>仅在有需求的地区</strong>。</p>
<p>事实上，<strong>CVS 去年三分之二的客流量来自其 “前店”——非药房零售业务</strong>，Balbale 分享道。因此，虽然 CVS 可能在测试强调药房的格式，但不要期待会在全连锁推广。</p>
<p>“对于那些在附近有 CVS 的人来说，可能在一英里半的地方还有另一家 CVS；在 [拉斯维加斯] 大道上有 <strong>三家</strong> CVS，” Balbale 说。“我们是一个拥有 9,000 家门店的大型零售商，服务于小型社区。问题是，我们如何利用技术来帮助我们实现真正的本地化？”</p>
<p>考虑到 CVS 的门店分布、SKU 列表、常规定价和促销定价，公司可以在其门店中创建多达 <strong>9 亿</strong> 种不同的商品和价格组合。正如 Balbale 所说，这 “是一个疯狂的数字。”</p>
<p>这就是为什么 CVS 渴望实现的规模本地化需要技术的支持，除了当地商人的智慧。传统上，商品本地化是通过创建区域门店集群来完成的，但 <strong>新的技术进步使零售商能够在每个门店的库存和商品陈列上变得更加细致</strong>。</p>
<p>数据洞察帮助 CVS 发现，例如，“如果你有一种美容替代品在货架上飞速销售，是因为它的价格低，还是因为它是替代品，人们想要替代品？” Balbale 说。“这些信息可以用来指导我们的季节性商品； <strong>消费者心理开始真正发挥作用。</strong>”</p>
<p><strong>每家门店周围的竞争环境</strong> 也是商品陈列的一个关键方面。靠近医院的门店将会有不同的库存和不同的商品摆放，而靠近杂货店或公寓的门店则会有所不同。</p>
<p>当被问及是否让一些商品陈列决策由算法和分析来主导会取代传统商人的角色时，Balbale 反驳道：“我的商品团队一直在思考下一步是什么，” 他说。“如果你看看我们过去三年在季节性选择上所做的事情，那真的很令人兴奋。而 [在美容、健康和保健方面也是一样]。 <strong>我们的商人希望能够跟随趋势，这让他们有更多时间去做这些事情。</strong>”</p>
<h2><strong>本地化店铺格式</strong></h2>
<p>在某些情况下，本地化将超越产品选择和摆放的差异化，正如 CVS 当前在 <strong>十几个</strong> 市场测试的新药房专注格式。</p>
<p>“有些地方药房处于 [药房] 荒漠，我们需要药房为那些患者提供服务，但在大约 9,000 家门店的情况下，我们的门店不能在全国范围内都相同，” Balbale 说。“我们试图做的是，不去考虑一个单一的格式，而是 <strong>为该地点找到合适的格式和合适的商品。</strong>”</p>
<p>例如，CVS 还希望服务于国家的 “杂货荒漠”。</p>
<h2><strong>本地化价格点</strong></h2>
<p>该公司在商品策略中应用的相同机器学习方法也被应用于定价，Balbale 说，尽管目前是以更 “宏观集群” 的方式进行——即查看区域细分并为一组门店确定定价，而不是为每个单独的地点定价。</p>
<p>这种定价方法导致了 <strong>对吸引顾客的因素以及更重要的，保持顾客回头的因素的惊人洞察。</strong> 通过了解哪些类别吸引顾客，并在这些类别中进行有竞争力的定价，Balbale 说，公司能够观察到顾客频率随时间的提升。</p>
<p>这已经改变了人们对客户的长期视角，<strong>关注的是整体利润而非单个商品的利润。</strong> “[我们看到] 同样盈利的购物篮为客户提供了更好的定价方案，随着时间的推移，该客户的生命周期价值 [LTV] 会提高，因为购买频率开始增加，” Balbale 说。“在过去，你根本不会考虑到这一点。”</p>

西维斯

<p>CVS 正在通过本地化商店环境来增强其零售战略，以更好地服务于各个社区。CVS 拥有超过 9,000 个门店，旨在创造一种现代化的综合商店体验，重点关注药房和零售。该公司利用机器学习根据当地需求和竞争环境来定制产品组合、定价和商店格式。CVS 正在测试在缺乏药房服务的地区推出新的药房专注格式，同时也在解决食品荒漠问题。这一本地化战略旨在优化客户便利性并推动零售增长</p>

<p><strong>CVS</strong> is one of the largest retailers in the U.S. by store count, with more than <strong>9,000</strong> locations across the country. And while a consistent experience is important for the chain, increasingly, the pharmacy retailer is working to create <strong>a store environment that caters to each local community individually</strong>.</p>
<div class="lb-trans"><p><strong>CVS</strong> 是美国最大的零售商之一，拥有超过 <strong>9,000</strong> 家门店。虽然一致的购物体验对连锁店很重要，但这家药房零售商越来越致力于创造 <strong>一个能够满足每个地方社区需求的店内环境</strong>。</p>
</div><p><img src="https://imageproxy.pbkrs.com/https://www.retailtouchpoints.com/wp-content/uploads/2025/03/CVS-2-1280x962.jpg" alt="" original-src="https://www.retailtouchpoints.com/wp-content/uploads/2025/03/CVS-2-1280x962.jpg"/></p>
<p>Visualization of CVS’s store footprint across the country; the darker the red, the more dense the store penetration. (Image courtesy CVS)</p>
<div class="lb-trans"><p>CVS 在全国的门店分布可视化；红色越深，门店渗透率越高。（图片来源：CVS）</p>
</div><p>“We’ll always have mindshare in pharmacy, we’ll always have mindshare in healthcare and beauty products, but the mindshare that really grows our retail business is <strong>the mindshare that you can come to CVS for most anything</strong>,” said Musab Balbale, SVP and Chief Merchandising Officer of CVS Health during a session at Shoptalk this week. “If you want tennis balls, you can wait for them to be delivered or you can go to a big-box sporting goods store, but if you’re on the way to the courts shouldn’t you be able to go somewhere really convenient along the way? <strong>It’s almost like the old general store — that is the core of what we offer.”</strong></p>
<div class="lb-trans"><p>“我们在药房领域始终会有市场份额，在医疗和美容产品方面也会有市场份额，但真正推动我们零售业务增长的市场份额是 <strong>你可以在 CVS 找到几乎所有东西的市场份额</strong>，” CVS Health 的高级副总裁兼首席商品官 Musab Balbale 在本周的 Shoptalk 会议上表示。“如果你想要网球，您可以等着送货，或者去大型体育用品商店，但如果你正要去球场，难道不应该在路上有一个非常方便的地方吗？ <strong>这几乎就像老式的杂货店——这就是我们提供的核心。</strong></p>
</div><p>Key to delivering on this promise is an intricate <strong>localization strategy</strong> that includes everything from <strong>store formats to merchandising to pricing</strong>. The strategy is powered by having an understanding of local communities, combined with machine learning insights into purchasing patterns and demand.</p>
<div class="lb-trans"><p>实现这一承诺的关键是一个复杂的 <strong>本地化战略</strong>，涵盖从 <strong>店铺格式到商品陈列再到定价</strong> 的方方面面。该战略依赖于对当地社区的理解，以及对购买模式和需求的机器学习洞察。</p>
</div><h2><strong>Localizing Assortment and Inventory Placement</strong></h2>
<div class="lb-trans"><h2><strong>本地化商品和库存布局</strong></h2>
</div><p>The retailer’s recent announcement that it was testing out a new small-format, pharmacy-focused concept (more on that in a bit) might lead one to believe that the company was looking to lean into that side of its business. That’s true, partially, but <strong>only in areas where that is the need</strong>.</p>
<div class="lb-trans"><p>零售商最近宣布正在测试一种新的小型药房专注概念（稍后会详细介绍），这可能让人认为公司正在寻求加强这一业务领域。部分是这样，但 <strong>仅在有需求的地区</strong>。</p>
</div><p>The fact is, <strong>three-quarters</strong> <strong>of CVS’s foot traffic last year came from its “front store,” — the non-pharmacy, retail side of the business</strong>, shared Balbale. So while CVS might be testing formats that emphasize pharmacy, don’t expect to see a chainwide deployment.</p>
<div class="lb-trans"><p>事实上，<strong>CVS 去年三分之二的客流量来自其 “前店”——非药房零售业务</strong>，Balbale 分享道。因此，虽然 CVS 可能在测试强调药房的格式，但不要期待会在全连锁推广。</p>
</div><p>“For those of you that have a CVS in the neighborhood, there’s probably another CVS a mile-and-a-half down the street; on the [Las Vegas] Strip there are <strong>three</strong> CVS’s,” said Balbale. “We are a mass retailer with 9,000 locations that are serving small communities. The question becomes, how do we use technology to help us enable real localization?”</p>
<div class="lb-trans"><p>“对于那些在附近有 CVS 的人来说，可能在一英里半的地方还有另一家 CVS；在 [拉斯维加斯] 大道上有 <strong>三家</strong> CVS，” Balbale 说。“我们是一个拥有 9,000 家门店的大型零售商，服务于小型社区。问题是，我们如何利用技术来帮助我们实现真正的本地化？”</p>
</div><p>Taking into account CVS’ store footprint, SKU roster, regular pricing and promotional pricing, the company can create up to <strong>900 million</strong> different combinations of assortment and price across its stores. As Balbale noted, that’s “an insane number.”</p>
<div class="lb-trans"><p>考虑到 CVS 的门店分布、SKU 列表、常规定价和促销定价，公司可以在其门店中创建多达 <strong>9 亿</strong> 种不同的商品和价格组合。正如 Balbale 所说，这 “是一个疯狂的数字。”</p>
</div><p>Which is why localization at the scale that CVS aspires to requires technology in addition to the savvy of local merchants. Traditionally, assortment localization was done by creating regional clusters of stores, but <strong>new technology advances are allowing the retailer to get much more granular in how it stocks and merchandises each store</strong>.</p>
<div class="lb-trans"><p>这就是为什么 CVS 渴望实现的规模本地化需要技术的支持，除了当地商人的智慧。传统上，商品本地化是通过创建区域门店集群来完成的，但 <strong>新的技术进步使零售商能够在每个门店的库存和商品陈列上变得更加细致</strong>。</p>
</div><p>Data insights are helping CVS discover, for example, that “if you’ve got a beauty dupe that’s really flying off the shelves, is it flying off the shelf because it’s at a low price point or is it flying off the shelf because it’s a dupe and people want a dupe?” said Balbale. “That information can be used to inform our seasonal assortments; <strong>the consumer psychology starts to really come into play</strong>.”</p>
<div class="lb-trans"><p>数据洞察帮助 CVS 发现，例如，“如果你有一种美容替代品在货架上飞速销售，是因为它的价格低，还是因为它是替代品，人们想要替代品？” Balbale 说。“这些信息可以用来指导我们的季节性商品； <strong>消费者心理开始真正发挥作用。</strong>”</p>
</div><p><strong>The competitive landscape surrounding each store</strong> also is a critical facet of how the store will be merchandised. Stores near a hospital will feature different inventory, and different placements, in the front store than locations that have a neighboring grocery store or those near an apartment complex, for example.</p>
<div class="lb-trans"><p><strong>每家门店周围的竞争环境</strong> 也是商品陈列的一个关键方面。靠近医院的门店将会有不同的库存和不同的商品摆放，而靠近杂货店或公寓的门店则会有所不同。</p>
</div><p>When asked if having some of these merchandising decisions dictated by algorithms and analytics was displacing the traditional role of merchants, Balbale replied in the contrary: “My merchant team is constantly thinking about what comes next,” he said. “If you look at what our merchants have done with our seasonal selection over the last three years, it’s really exciting. And [it’s the same] across beauty, across health and wellness. <strong>Our merchants want to be out there following the trends, and this gives [them] a lot more time to do that.</strong>”</p>
<div class="lb-trans"><p>当被问及是否让一些商品陈列决策由算法和分析来主导会取代传统商人的角色时，Balbale 反驳道：“我的商品团队一直在思考下一步是什么，” 他说。“如果你看看我们过去三年在季节性选择上所做的事情，那真的很令人兴奋。而 [在美容、健康和保健方面也是一样]。 <strong>我们的商人希望能够跟随趋势，这让他们有更多时间去做这些事情。</strong>”</p>
</div><h2><strong>Localizing Store Format</strong></h2>
<div class="lb-trans"><h2><strong>本地化店铺格式</strong></h2>
</div><p>In some cases, localization will go beyond differentiation in product selection and placement, as with the new pharmacy-focused format CVS is currently testing in a <strong>dozen</strong> markets.</p>
<div class="lb-trans"><p>在某些情况下，本地化将超越产品选择和摆放的差异化，正如 CVS 当前在 <strong>十几个</strong> 市场测试的新药房专注格式。</p>
</div><p>“There are places where the pharmacy is in a [pharmacy] desert, and we need pharmacies in our country serving those patients from the clinical perspective, but with around 9,000 stores, our stores can’t be the same across the country,” said Balbale. “What we’re trying to do is not think about one monolithic format, but <strong>what is the right format with the right assortment for that location?</strong>”</p>
<div class="lb-trans"><p>“有些地方药房处于 [药房] 荒漠，我们需要药房为那些患者提供服务，但在大约 9,000 家门店的情况下，我们的门店不能在全国范围内都相同，” Balbale 说。“我们试图做的是，不去考虑一个单一的格式，而是 <strong>为该地点找到合适的格式和合适的商品。</strong>”</p>
</div><p>For example, CVS also is looking to serve the country’s “grocery deserts” as well.</p>
<div class="lb-trans"><p>例如，CVS 还希望服务于国家的 “杂货荒漠”。</p>
</div><h2><strong>Localizing Price Point</strong></h2>
<div class="lb-trans"><h2><strong>本地化价格点</strong></h2>
</div><p>The same machine-learning approach that the company is applying to its assortment strategy also is being applied to pricing, said Balbale, although it’s currently being done in a more “macro-cluster” way — that is, looking at regional segments and determining pricing for groups of stores rather than for each individual location.</p>
<div class="lb-trans"><p>该公司在商品策略中应用的相同机器学习方法也被应用于定价，Balbale 说，尽管目前是以更 “宏观集群” 的方式进行——即查看区域细分并为一组门店确定定价，而不是为每个单独的地点定价。</p>
</div><p>This approach to pricing has led to <strong>surprising insights into what brings customers in, and more importantly, what keeps them coming back.</strong> By understanding what categories bring customers in and pricing competitively in those categories, Balbale said the company has been able to observe a subsequent lift in customer frequency over time.</p>
<div class="lb-trans"><p>这种定价方法导致了 <strong>对吸引顾客的因素以及更重要的，保持顾客回头的因素的惊人洞察。</strong> 通过了解哪些类别吸引顾客，并在这些类别中进行有竞争力的定价，Balbale 说，公司能够观察到顾客频率随时间的提升。</p>
</div><p>This has created a shift in mindset toward a longer-term view of the customer, <strong>focusing on margin not at the item level, but at the basket level.</strong> “[We’re seeing] equally profitable baskets with a better pricing proposition to the customer, and over time the LTV [lifetime value] of that customer goes up because the frequency starts to increase,” said Balbale. “You would have never thought about that in the past.”</p>
<div class="lb-trans"><p>这已经改变了人们对客户的长期视角，<strong>关注的是整体利润而非单个商品的利润。</strong> “[我们看到] 同样盈利的购物篮为客户提供了更好的定价方案，随着时间的推移，该客户的生命周期价值 [LTV] 会提高，因为购买频率开始增加，” Balbale 说。“在过去，你根本不会考虑到这一点。”</p>
</div>

本地化如何帮助 CVS 将自己定位为现代综合商店