<p><strong>CVS</strong> 是美國最大的零售商之一，擁有超過 <strong>9,000</strong> 家門店。雖然一致的購物體驗對連鎖店很重要，但這家藥房零售商越來越致力於創造 <strong>一個能夠滿足每個地方社區需求的店內環境</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 在全國的門店分佈可視化；紅色越深，門店滲透率越高。（圖片來源：CVS）</p>
<p>“我們在藥房領域始終會有市場份額，在醫療和美容產品方面也會有市場份額，但真正推動我們零售業務增長的市場份額是 <strong>你可以在 CVS 找到幾乎所有東西的市場份額</strong>，” CVS Health 的高級副總裁兼首席商品官 Musab Balbale 在本週的 Shoptalk 會議上表示。“如果你想要網球，您可以等着送貨，或者去大型體育用品商店，但如果你正要去球場，難道不應該在路上有一個非常方便的地方嗎？ <strong>這幾乎就像老式的雜貨店——這就是我們提供的核心。</strong></p>
<p>實現這一承諾的關鍵是一個複雜的 <strong>本地化戰略</strong>，涵蓋從 <strong>店鋪格式到商品陳列再到定價</strong> 的方方面面。該戰略依賴於對當地社區的理解，以及對購買模式和需求的機器學習洞察。</p>
<h2><strong>本地化商品和庫存佈局</strong></h2>
<p>零售商最近宣佈正在測試一種新的小型藥房專注概念（稍後會詳細介紹），這可能讓人認為公司正在尋求加強這一業務領域。部分是這樣，但 <strong>僅在有需求的地區</strong>。</p>
<p>事實上，<strong>CVS 去年三分之二的客流量來自其 “前店”——非藥房零售業務</strong>，Balbale 分享道。因此，雖然 CVS 可能在測試強調藥房的格式，但不要期待會在全連鎖推廣。</p>
<p>“對於那些在附近有 CVS 的人來説，可能在一英里半的地方還有另一家 CVS；在 [拉斯維加斯] 大道上有 <strong>三家</strong> CVS，” Balbale 説。“我們是一個擁有 9,000 家門店的大型零售商，服務於小型社區。問題是，我們如何利用技術來幫助我們實現真正的本地化？”</p>
<p>考慮到 CVS 的門店分佈、SKU 列表、常規定價和促銷定價，公司可以在其門店中創建多達 <strong>9 億</strong> 種不同的商品和價格組合。正如 Balbale 所説，這 “是一個瘋狂的數字。”</p>
<p>這就是為什麼 CVS 渴望實現的規模本地化需要技術的支持，除了當地商人的智慧。傳統上，商品本地化是通過創建區域門店集羣來完成的，但 <strong>新的技術進步使零售商能夠在每個門店的庫存和商品陳列上變得更加細緻</strong>。</p>
<p>數據洞察幫助 CVS 發現，例如，“如果你有一種美容替代品在貨架上飛速銷售，是因為它的價格低，還是因為它是替代品，人們想要替代品？” Balbale 説。“這些信息可以用來指導我們的季節性商品； <strong>消費者心理開始真正發揮作用。</strong>”</p>
<p><strong>每家門店周圍的競爭環境</strong> 也是商品陳列的一個關鍵方面。靠近醫院的門店將會有不同的庫存和不同的商品擺放，而靠近雜貨店或公寓的門店則會有所不同。</p>
<p>當被問及是否讓一些商品陳列決策由算法和分析來主導會取代傳統商人的角色時，Balbale 反駁道：“我的商品團隊一直在思考下一步是什麼，” 他説。“如果你看看我們過去三年在季節性選擇上所做的事情，那真的很令人興奮。而 [在美容、健康和保健方面也是一樣]。 <strong>我們的商人希望能夠跟隨趨勢，這讓他們有更多時間去做這些事情。</strong>”</p>
<h2><strong>本地化店鋪格式</strong></h2>
<p>在某些情況下，本地化將超越產品選擇和擺放的差異化，正如 CVS 當前在 <strong>十幾個</strong> 市場測試的新藥房專注格式。</p>
<p>“有些地方藥房處於 [藥房] 荒漠，我們需要藥房為那些患者提供服務，但在大約 9,000 家門店的情況下，我們的門店不能在全國範圍內都相同，” Balbale 説。“我們試圖做的是，不去考慮一個單一的格式，而是 <strong>為該地點找到合適的格式和合適的商品。</strong>”</p>
<p>例如，CVS 還希望服務於國家的 “雜貨荒漠”。</p>
<h2><strong>本地化價格點</strong></h2>
<p>該公司在商品策略中應用的相同機器學習方法也被應用於定價，Balbale 説，儘管目前是以更 “宏觀集羣” 的方式進行——即查看區域細分併為一組門店確定定價，而不是為每個單獨的地點定價。</p>
<p>這種定價方法導致了 <strong>對吸引顧客的因素以及更重要的，保持顧客回頭的因素的驚人洞察。</strong> 通過了解哪些類別吸引顧客，並在這些類別中進行有競爭力的定價，Balbale 説，公司能夠觀察到顧客頻率隨時間的提升。</p>
<p>這已經改變了人們對客户的長期視角，<strong>關注的是整體利潤而非單個商品的利潤。</strong> “[我們看到] 同樣盈利的購物籃為客户提供了更好的定價方案，隨着時間的推移，該客户的生命週期價值 [LTV] 會提高，因為購買頻率開始增加，” Balbale 説。“在過去，你根本不會考慮到這一點。”</p>

西維斯

<p>CVS 正在通過本地化商店環境來增強其零售戰略，以更好地服務於各個社區。CVS 擁有超過 9,000 個門店，旨在創造一種現代化的綜合商店體驗，重點關注藥房和零售。該公司利用機器學習根據當地需求和競爭環境來定製產品組合、定價和商店格式。CVS 正在測試在缺乏藥房服務的地區推出新的藥房專注格式，同時也在解決食品荒漠問題。這一本地化戰略旨在優化客户便利性並推動零售增長</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> 是美國最大的零售商之一，擁有超過 <strong>9,000</strong> 家門店。雖然一致的購物體驗對連鎖店很重要，但這家藥房零售商越來越致力於創造 <strong>一個能夠滿足每個地方社區需求的店內環境</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 在全國的門店分佈可視化；紅色越深，門店滲透率越高。（圖片來源：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>“我們在藥房領域始終會有市場份額，在醫療和美容產品方面也會有市場份額，但真正推動我們零售業務增長的市場份額是 <strong>你可以在 CVS 找到幾乎所有東西的市場份額</strong>，” CVS Health 的高級副總裁兼首席商品官 Musab Balbale 在本週的 Shoptalk 會議上表示。“如果你想要網球，您可以等着送貨，或者去大型體育用品商店，但如果你正要去球場，難道不應該在路上有一個非常方便的地方嗎？ <strong>這幾乎就像老式的雜貨店——這就是我們提供的核心。</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>實現這一承諾的關鍵是一個複雜的 <strong>本地化戰略</strong>，涵蓋從 <strong>店鋪格式到商品陳列再到定價</strong> 的方方面面。該戰略依賴於對當地社區的理解，以及對購買模式和需求的機器學習洞察。</p>
</div><h2><strong>Localizing Assortment and Inventory Placement</strong></h2>
<div class="lb-trans"><h2><strong>本地化商品和庫存佈局</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>零售商最近宣佈正在測試一種新的小型藥房專注概念（稍後會詳細介紹），這可能讓人認為公司正在尋求加強這一業務領域。部分是這樣，但 <strong>僅在有需求的地區</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>事實上，<strong>CVS 去年三分之二的客流量來自其 “前店”——非藥房零售業務</strong>，Balbale 分享道。因此，雖然 CVS 可能在測試強調藥房的格式，但不要期待會在全連鎖推廣。</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>“對於那些在附近有 CVS 的人來説，可能在一英里半的地方還有另一家 CVS；在 [拉斯維加斯] 大道上有 <strong>三家</strong> CVS，” Balbale 説。“我們是一個擁有 9,000 家門店的大型零售商，服務於小型社區。問題是，我們如何利用技術來幫助我們實現真正的本地化？”</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>考慮到 CVS 的門店分佈、SKU 列表、常規定價和促銷定價，公司可以在其門店中創建多達 <strong>9 億</strong> 種不同的商品和價格組合。正如 Balbale 所説，這 “是一個瘋狂的數字。”</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>這就是為什麼 CVS 渴望實現的規模本地化需要技術的支持，除了當地商人的智慧。傳統上，商品本地化是通過創建區域門店集羣來完成的，但 <strong>新的技術進步使零售商能夠在每個門店的庫存和商品陳列上變得更加細緻</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>數據洞察幫助 CVS 發現，例如，“如果你有一種美容替代品在貨架上飛速銷售，是因為它的價格低，還是因為它是替代品，人們想要替代品？” Balbale 説。“這些信息可以用來指導我們的季節性商品； <strong>消費者心理開始真正發揮作用。</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>每家門店周圍的競爭環境</strong> 也是商品陳列的一個關鍵方面。靠近醫院的門店將會有不同的庫存和不同的商品擺放，而靠近雜貨店或公寓的門店則會有所不同。</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>當被問及是否讓一些商品陳列決策由算法和分析來主導會取代傳統商人的角色時，Balbale 反駁道：“我的商品團隊一直在思考下一步是什麼，” 他説。“如果你看看我們過去三年在季節性選擇上所做的事情，那真的很令人興奮。而 [在美容、健康和保健方面也是一樣]。 <strong>我們的商人希望能夠跟隨趨勢，這讓他們有更多時間去做這些事情。</strong>”</p>
</div><h2><strong>Localizing Store Format</strong></h2>
<div class="lb-trans"><h2><strong>本地化店鋪格式</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>在某些情況下，本地化將超越產品選擇和擺放的差異化，正如 CVS 當前在 <strong>十幾個</strong> 市場測試的新藥房專注格式。</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>“有些地方藥房處於 [藥房] 荒漠，我們需要藥房為那些患者提供服務，但在大約 9,000 家門店的情況下，我們的門店不能在全國範圍內都相同，” Balbale 説。“我們試圖做的是，不去考慮一個單一的格式，而是 <strong>為該地點找到合適的格式和合適的商品。</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 還希望服務於國家的 “雜貨荒漠”。</p>
</div><h2><strong>Localizing Price Point</strong></h2>
<div class="lb-trans"><h2><strong>本地化價格點</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>該公司在商品策略中應用的相同機器學習方法也被應用於定價，Balbale 説，儘管目前是以更 “宏觀集羣” 的方式進行——即查看區域細分併為一組門店確定定價，而不是為每個單獨的地點定價。</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>這種定價方法導致了 <strong>對吸引顧客的因素以及更重要的，保持顧客回頭的因素的驚人洞察。</strong> 通過了解哪些類別吸引顧客，並在這些類別中進行有競爭力的定價，Balbale 説，公司能夠觀察到顧客頻率隨時間的提升。</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>這已經改變了人們對客户的長期視角，<strong>關注的是整體利潤而非單個商品的利潤。</strong> “[我們看到] 同樣盈利的購物籃為客户提供了更好的定價方案，隨着時間的推移，該客户的生命週期價值 [LTV] 會提高，因為購買頻率開始增加，” Balbale 説。“在過去，你根本不會考慮到這一點。”</p>
</div>

本地化如何幫助 CVS 將自己定位為現代綜合商店