<p><strong>员工撰稿人</strong></p>
<p>大型超市和非正式传统贸易渠道（如小商店、无品牌零售）在南非市场的销售贡献中继续占据主导地位。制造商正确地将重点放在正式的大型杂货行业——包括 Spar、Shoprite 集团、Pick n Pay 和 Woolworths，同时努力从非正式贸易中解锁收入。</p>
<p>这两个重点领域的执行都困难、复杂且成本高昂。</p>
<p>然而，有一个渠道在店内销售价值和销量上显示出持续的年增长，并且在覆盖面上显著增加（在 2019 年至 2023 年间增长了 14.5%，期间新增了 582 个前台）。根据最近的《贸易情报前台报告》，预计前台零售便利销售额达到了 330 亿南非兰特。报告显示，75% 的受访消费者打算维持或增加他们对这一渠道的访问频率，突显了其对购物者和消费者日益增长的重要性。</p>
<p>这种稳定的增长是由购物者需求和使命的变化驱动的。购物者越来越寻求安全、快速和便利——尤其是在通勤或深夜购物时。作为回应，前台零售商正在扩大产品种类，提供即取即走的选项、品牌咖啡合作以及改善整体购物体验。</p>
<p>对于制造商而言，在这一渠道内实施和执行贸易策略可以更简单且利润更高，这得益于日益正式化和简化的零售商结构。</p>
<p>前台零售商本身正在积极推动客流和零售销售，以应对燃料支出整体下降的趋势。该渠道的零售销售增长了 4%（2023 年增长了 8.5%），显著超过了快速消费品的整体增长——即使燃料支出下降了 4%。</p>
<p><strong>是什么推动了增长？</strong></p>
<p>多个策略正在推动前台零售商的表现：</p>
<p>- <strong>新店开业和改造</strong> 与购物者期望相一致</p>
<p>- <strong>零售合作伙伴关系</strong>，建立信任并扩大产品种类：Engen x Woolworths；BP x Pick n Pay Express；Astron x FreshStop</p>
<p>- <strong>快餐和咖啡合作</strong>，与 Seattle、Wild Bean Café、Vida e Caffè、Wimpy 等合作</p>
<p>- <strong>忠诚度计划和银行/零售合作伙伴关系</strong>，将燃料和杂货激励合并以获得奖励和现金返还</p>
<p>- <strong>增值服务</strong>，如快递收集（例如 PUDO）、洗车、游乐区、工作空间和座位</p>
<p>随着销售增长、分销点增加、购物者使命演变以及推动更大客流的策略，前台便利店为快速消费品制造商提供了高价值的机会。</p>
<p>但品牌是否在利用这一机会？</p>
<p>不幸的是，在大多数情况下，答案是否定的。</p>
<p><strong>案例研究：在必备商品执行中的错失机会</strong></p>
<p>为了量化这一机会，Field Force 与 eRoute2Market 合作，评估了南非两家最大的杂货制造商在 2,276 家便利店中 110 个必备商品（MSL）SKU 的数值分布和店内表现。根据这些发现，推断数据清楚地表明：</p>
<p><strong>关键发现</strong></p>
<p>- 两家制造商在合并的 MSL 列表中均未达到 50% 的数值分布。</p>
<p>- 尽管价格上涨，两家制造商的销量均出现下降，增长低于通货膨胀。</p>
<p>如果销售量保持平稳（零案例增长），由于更有效的分销，额外的 3810 万南非兰特收入本可以实现。</p>
<p>MSL 指的是必须始终有库存的高优先级 SKU，以避免失去销售机会。</p>
<p>这 3810 万南非兰特不仅仅是一个数字——它清楚地反映了通过更精准的市场路线聚焦、更强的零售合作伙伴关系和严格的店内执行可以解锁的潜力。</p>
<p><strong>为什么分销仍然让许多制造商失败</strong></p>
<p>历史上，采用直接交付模式的类别——如碳酸饮料、烟草和能量饮料——在这一渠道中实现了强劲的销售和市场份额增长，由经验丰富的类别领军者主导。</p>
<p>然而，大多数快速消费品制造商并没有直接交付结构，而是严重依赖分销网络来执行销售并实现店内 KPI。挑战在于？有限的领先国家分销商池，其中许多在多个委托人之间运营联合投资组合。这往往导致对整体购物篮的关注，而不是单个品牌的成功——限制了每个品牌获得的可见性、优先级和促销支持。</p>
<p><strong>品牌所有者应该怎么做？</strong></p>
<p>为了充分释放前台零售的价值，制造商必须果断行动：</p>
<p>- <strong>优先考虑品牌前台便利渠道</strong>，如 BP、Engen、Astron、Shell 和 Sasol——并确保明确的 MSL 关注。</p>
<p>- <strong>在货架上赢得战争</strong>——确保 MSL 广泛分布、始终在货架上并持续有库存。</p>
<p>- <strong>利用技术诊断执行差距</strong>，并派人弥补这些差距：通过流动商品陈列、实时库存订单和合规审计来跟踪表现。</p>
<p><strong>为了更好的效果</strong></p>
<p>零售商和制造商如何确保店内 KPI 始终到位？引用 Thomas Monson 的话：“当绩效被衡量时，绩效会改善。当绩效被衡量并报告时，改善的速度会加快。”</p>
<p>Field Force 的发现显示，通过每天审计多达 100 万个数据点，测量和报告绩效可以使店内 KPI 提高多达 20%。在我们多元化的市场中，测量是必不可少的。</p>
<p>Field Force，您的市场路线专家，利用销售便利数据、透明的实时技术和人员来推动销售量和市场份额的增长。</p>
<p>版权所有。© 2022。Bizcommunity.com 由 SyndiGate Media Inc.（Syndigate.info）提供。</p>
<p>免责声明：本文内容由外部第三方提供或转载至本网站。我们不对这些外部网站、实体、应用程序或媒体发布者负责，也不对其进行控制。文本内容以 “原样” 和 “可用” 为基础提供，未经过任何编辑。我们及我们的关联公司均不保证本文中所表达的观点或意见的准确性，也不对此表示认可。请在此处阅读我们的完整免责声明政策。</p>

<p>南非的加油站零售行业正在经历显著增长，销售额达到 330 亿南非兰特，2019 年至 2023 年间的市场覆盖率增长了 14.5%。尽管整体杂货市场面临挑战，加油站零售商正在扩展产品种类并提升客户体验。然而，许多快速消费品制造商并未充分利用这一机会，关键产品的分销率不足 50%。为了改善业绩，制造商应关注品牌渠道，确保产品的可用性，并利用技术提升执行和测量的效果</p>

<p><strong>Staff Writer</strong></p>
<div class="lb-trans"><p><strong>员工撰稿人</strong></p>
</div><p>Large supermarkets and informal traditional trade outlets (spazas, unbranded retail) continue to dominate the South African market in terms of sales contribution. Manufacturers are correctly prioritising the formal large grocery sector - including Spar, Shoprite Group, Pick n Pay and Woolworths - while concurrently working to unlock revenue from the informal trade.</p>
<div class="lb-trans"><p>大型超市和非正式传统贸易渠道（如小商店、无品牌零售）在南非市场的销售贡献中继续占据主导地位。制造商正确地将重点放在正式的大型杂货行业——包括 Spar、Shoprite 集团、Pick n Pay 和 Woolworths，同时努力从非正式贸易中解锁收入。</p>
</div><p>Both of these focus areas are difficult, complex, and costly to execute.</p>
<div class="lb-trans"><p>这两个重点领域的执行都困难、复杂且成本高昂。</p>
</div><p>However, there is a channel that has shown consistent year-on-year growth in both in-store sales value and volume – and a notable increase in footprint (14.5% between 2019 and 2023, adding 582 new forecourts during this time). According to the recent Trade Intelligence Forecourt Report, it is estimated that Forecourt Retail Convenience sales accounted for R33bn in sales. The report shows that 75% of surveyed consumers intend to maintain or increase their visit frequency to this channel, highlighting its growing relevance to shoppers and consumers.</p>
<div class="lb-trans"><p>然而，有一个渠道在店内销售价值和销量上显示出持续的年增长，并且在覆盖面上显著增加（在 2019 年至 2023 年间增长了 14.5%，期间新增了 582 个前台）。根据最近的《贸易情报前台报告》，预计前台零售便利销售额达到了 330 亿南非兰特。报告显示，75% 的受访消费者打算维持或增加他们对这一渠道的访问频率，突显了其对购物者和消费者日益增长的重要性。</p>
</div><p>This steady growth is being driven by changing shopper needs and missions. Shoppers increasingly seek safety, speed, and convenience – especially during commutes or late-night purchasing. In response, forecourt retailers are expanding their product assortments and offering grab-and-go options, branded coffee partnerships, and improved overall shopping experiences.</p>
<div class="lb-trans"><p>这种稳定的增长是由购物者需求和使命的变化驱动的。购物者越来越寻求安全、快速和便利——尤其是在通勤或深夜购物时。作为回应，前台零售商正在扩大产品种类，提供即取即走的选项、品牌咖啡合作以及改善整体购物体验。</p>
</div><p>For manufacturers, implementation and execution of trade strategy within this channel can be less complex and more margin-rich, thanks to increased formalisation and streamlined retailer structures.</p>
<div class="lb-trans"><p>对于制造商而言，在这一渠道内实施和执行贸易策略可以更简单且利润更高，这得益于日益正式化和简化的零售商结构。</p>
</div><p>Forecourt retailers themselves are proactively driving footfall and retail sales to counter the broader decline in fuel spend. Retail sales in this channel grew by 4% (and by 8.5% in 2023), significantly outperforming total FMCG growth – even as fuel spend declined by -4%.</p>
<div class="lb-trans"><p>前台零售商本身正在积极推动客流和零售销售，以应对燃料支出整体下降的趋势。该渠道的零售销售增长了 4%（2023 年增长了 8.5%），显著超过了快速消费品的整体增长——即使燃料支出下降了 4%。</p>
</div><p><strong>What’s driving growth?</strong></p>
<div class="lb-trans"><p><strong>是什么推动了增长？</strong></p>
</div><p>Several strategies are contributing to the performance of forecourt retailers:</p>
<div class="lb-trans"><p>多个策略正在推动前台零售商的表现：</p>
</div><p>- <strong>New store openings and revamps</strong> aligned with shopper expectations</p>
<div class="lb-trans"><p>- <strong>新店开业和改造</strong> 与购物者期望相一致</p>
</div><p>- <strong>Retail partnerships</strong> that build trust and expand assortment: Engen x Woolworths; BP x Pick n Pay Express; Astron x FreshStop</p>
<div class="lb-trans"><p>- <strong>零售合作伙伴关系</strong>，建立信任并扩大产品种类：Engen x Woolworths；BP x Pick n Pay Express；Astron x FreshStop</p>
</div><p>- <strong>QSR &amp; Coffee partnerships</strong> with Seattle, Wild Bean Café, Vida e Caffè, Wimpy and others</p>
<div class="lb-trans"><p>- <strong>快餐和咖啡合作</strong>，与 Seattle、Wild Bean Café、Vida e Caffè、Wimpy 等合作</p>
</div><p>- <strong>Loyalty programmes and banking/retail partnerships</strong>, merging fuel and grocery incentives for rewards and cashback</p>
<div class="lb-trans"><p>- <strong>忠诚度计划和银行/零售合作伙伴关系</strong>，将燃料和杂货激励合并以获得奖励和现金返还</p>
</div><p>- <strong>Value-added services</strong>, such as courier collection (e.g. PUDO), car wash, play areas, workspaces, and seating</p>
<div class="lb-trans"><p>- <strong>增值服务</strong>，如快递收集（例如 PUDO）、洗车、游乐区、工作空间和座位</p>
</div><p>With sales growth, increasing points of distribution, evolving shopper missions, and strategies to drive greater foot traffic, forecourt convenience represents a high-value opportunity for FMCG manufacturers.</p>
<div class="lb-trans"><p>随着销售增长、分销点增加、购物者使命演变以及推动更大客流的策略，前台便利店为快速消费品制造商提供了高价值的机会。</p>
</div><p>But are brands capitalising on it?</p>
<div class="lb-trans"><p>但品牌是否在利用这一机会？</p>
</div><p>Unfortunately, in most cases, the answer is no.</p>
<div class="lb-trans"><p>不幸的是，在大多数情况下，答案是否定的。</p>
</div><p><strong>Case study: Missed opportunity in must-stock line execution</strong></p>
<div class="lb-trans"><p><strong>案例研究：在必备商品执行中的错失机会</strong></p>
</div><p>To quantify the opportunity, Field Force collaborated with eRoute2Market to evaluate the numeric distribution and in-store performance of 110 Must-Stock Line (MSL) SKUs from two of South Africa’s largest grocery manufacturers, across 2,276 convenience stores. Based on these findings, extrapolating the data would clearly show that:</p>
<div class="lb-trans"><p>为了量化这一机会，Field Force 与 eRoute2Market 合作，评估了南非两家最大的杂货制造商在 2,276 家便利店中 110 个必备商品（MSL）SKU 的数值分布和店内表现。根据这些发现，推断数据清楚地表明：</p>
</div><p><strong>Key findings</strong></p>
<div class="lb-trans"><p><strong>关键发现</strong></p>
</div><p>- Neither manufacturer achieved over 50% numeric distribution across the combined MSL list.</p>
<div class="lb-trans"><p>- 两家制造商在合并的 MSL 列表中均未达到 50% 的数值分布。</p>
</div><p>- Despite price increases, both manufacturers recorded volume declines and growth below inflation.</p>
<div class="lb-trans"><p>- 尽管价格上涨，两家制造商的销量均出现下降，增长低于通货膨胀。</p>
</div><p>- Had sales volumes remained flat (zero case growth), an additional R38.1 million in revenue could have been achieved due to more effective distribution.</p>
<div class="lb-trans"><p>如果销售量保持平稳（零案例增长），由于更有效的分销，额外的 3810 万南非兰特收入本可以实现。</p>
</div><p>MSLs refer to high-priority SKUs that must always be in stock to avoid lost sales opportunities.</p>
<div class="lb-trans"><p>MSL 指的是必须始终有库存的高优先级 SKU，以避免失去销售机会。</p>
</div><p>This R38.1m is not just a number - it’s a clear reflection of what can be unlocked through sharper route-to-market focus, stronger retail partnerships, and disciplined in-store execution.</p>
<div class="lb-trans"><p>这 3810 万南非兰特不仅仅是一个数字——它清楚地反映了通过更精准的市场路线聚焦、更强的零售合作伙伴关系和严格的店内执行可以解锁的潜力。</p>
</div><p><strong>Why distribution still fails many manufacturers</strong></p>
<div class="lb-trans"><p><strong>为什么分销仍然让许多制造商失败</strong></p>
</div><p>Historically, categories with direct delivery models - such as carbonated soft drinks, tobacco, and energy drinks - have seen strong sales and share growth in this channel, led by experienced category captains.</p>
<div class="lb-trans"><p>历史上，采用直接交付模式的类别——如碳酸饮料、烟草和能量饮料——在这一渠道中实现了强劲的销售和市场份额增长，由经验丰富的类别领军者主导。</p>
</div><p>However, most FMCG manufacturers do not have a direct delivery structure and rely heavily on distribution networks to execute sell-in and achieve in-store KPIs. The challenge? A finite pool of leading national distributors, many of whom operate syndicated portfolios across multiple principals. This often results in a focus on the overall basket rather than individual brand success - limiting the visibility, prioritisation, and promotional support each brand receives.</p>
<div class="lb-trans"><p>然而，大多数快速消费品制造商并没有直接交付结构，而是严重依赖分销网络来执行销售并实现店内 KPI。挑战在于？有限的领先国家分销商池，其中许多在多个委托人之间运营联合投资组合。这往往导致对整体购物篮的关注，而不是单个品牌的成功——限制了每个品牌获得的可见性、优先级和促销支持。</p>
</div><p><strong>What should brand owners do?</strong></p>
<div class="lb-trans"><p><strong>品牌所有者应该怎么做？</strong></p>
</div><p>To unlock the full value of forecourt retail, manufacturers must act decisively:</p>
<div class="lb-trans"><p>为了充分释放前台零售的价值，制造商必须果断行动：</p>
</div><p>- <strong>Prioritise branded forecourt convenience channels</strong> such as BP, Engen, Astron, Shell, and Sasol – and ensure clear MSL focus.</p>
<div class="lb-trans"><p>- <strong>优先考虑品牌前台便利渠道</strong>，如 BP、Engen、Astron、Shell 和 Sasol——并确保明确的 MSL 关注。</p>
</div><p>- <strong>Win the war at the shelf</strong> – ensure MSLs are widely distributed, always on shelf, and consistently in stock.</p>
<div class="lb-trans"><p>- <strong>在货架上赢得战争</strong>——确保 MSL 广泛分布、始终在货架上并持续有库存。</p>
</div><p>- <strong>Use technology to diagnose execution gaps</strong>, and deploy people to close them: through roaming merchandising, real-time stock orders, and compliance audits to track performance.</p>
<div class="lb-trans"><p>- <strong>利用技术诊断执行差距</strong>，并派人弥补这些差距：通过流动商品陈列、实时库存订单和合规审计来跟踪表现。</p>
</div><p><strong>For good measure</strong></p>
<div class="lb-trans"><p><strong>为了更好的效果</strong></p>
</div><p>How can the retailers and manufacturers ensure that in-store KPIs are always in place? To quote Thomas Monson: “When performance gets measured, performance improves. When performance is measured and reported, the rate of improvement accelerates.”</p>
<div class="lb-trans"><p>零售商和制造商如何确保店内 KPI 始终到位？引用 Thomas Monson 的话：“当绩效被衡量时，绩效会改善。当绩效被衡量并报告时，改善的速度会加快。”</p>
</div><p>Field Force findings from auditing up to 1 million data points daily show that by measuring and reporting performance, in-store KPIs improve by up to 20%. In our multifaceted market, measurement is imperative.</p>
<div class="lb-trans"><p>Field Force 的发现显示，通过每天审计多达 100 万个数据点，测量和报告绩效可以使店内 KPI 提高多达 20%。在我们多元化的市场中，测量是必不可少的。</p>
</div><p>Field Force, your Route to Market Specialist, leverages sales-in convenience data, transparent real-time technology, and people to drive increased sales volume and share gains.</p>
<div class="lb-trans"><p>Field Force，您的市场路线专家，利用销售便利数据、透明的实时技术和人员来推动销售量和市场份额的增长。</p>
</div><p>All rights reserved. © 2022. Bizcommunity.com Provided by SyndiGate Media Inc. (Syndigate.info).</p>
<div class="lb-trans"><p>版权所有。© 2022。Bizcommunity.com 由 SyndiGate Media Inc.（Syndigate.info）提供。</p>
</div><p>Disclaimer: The content of this article is syndicated or provided to this website from an external third party provider. We are not responsible for, and do not control, such external websites, entities, applications or media publishers. The body of the text is provided on an “as is” and “as available” basis and has not been edited in any way. Neither we nor our affiliates guarantee the accuracy of or endorse the views or opinions expressed in this article. Read our full disclaimer policy here.</p>
<div class="lb-trans"><p>免责声明：本文内容由外部第三方提供或转载至本网站。我们不对这些外部网站、实体、应用程序或媒体发布者负责，也不对其进行控制。文本内容以 “原样” 和 “可用” 为基础提供，未经过任何编辑。我们及我们的关联公司均不保证本文中所表达的观点或意见的准确性，也不对此表示认可。请在此处阅读我们的完整免责声明政策。</p>
</div>

SNG：加油站零售的潜力尚未被充分利用：为什么便利店需要更专注的零售策略？