<p><strong>員工撰稿人</strong></p>
<p>大型超市和非正式傳統貿易渠道（如小商店、無品牌零售）在南非市場的銷售貢獻中繼續佔據主導地位。製造商正確地將重點放在正式的大型雜貨行業——包括 Spar、Shoprite 集團、Pick n Pay 和 Woolworths，同時努力從非正式貿易中解鎖收入。</p>
<p>這兩個重點領域的執行都困難、複雜且成本高昂。</p>
<p>然而，有一個渠道在店內銷售價值和銷量上顯示出持續的年增長，並且在覆蓋面上顯著增加（在 2019 年至 2023 年間增長了 14.5%，期間新增了 582 個前台）。根據最近的《貿易情報前台報告》，預計前台零售便利銷售額達到了 330 億南非蘭特。報告顯示，75% 的受訪消費者打算維持或增加他們對這一渠道的訪問頻率，突顯了其對購物者和消費者日益增長的重要性。</p>
<p>這種穩定的增長是由購物者需求和使命的變化驅動的。購物者越來越尋求安全、快速和便利——尤其是在通勤或深夜購物時。作為回應，前台零售商正在擴大產品種類，提供即取即走的選項、品牌咖啡合作以及改善整體購物體驗。</p>
<p>對於製造商而言，在這一渠道內實施和執行貿易策略可以更簡單且利潤更高，這得益於日益正式化和簡化的零售商結構。</p>
<p>前台零售商本身正在積極推動客流和零售銷售，以應對燃料支出整體下降的趨勢。該渠道的零售銷售增長了 4%（2023 年增長了 8.5%），顯著超過了快速消費品的整體增長——即使燃料支出下降了 4%。</p>
<p><strong>是什麼推動了增長？</strong></p>
<p>多個策略正在推動前台零售商的表現：</p>
<p>- <strong>新店開業和改造</strong> 與購物者期望相一致</p>
<p>- <strong>零售合作伙伴關係</strong>，建立信任並擴大產品種類：Engen x Woolworths；BP x Pick n Pay Express；Astron x FreshStop</p>
<p>- <strong>快餐和咖啡合作</strong>，與 Seattle、Wild Bean Café、Vida e Caffè、Wimpy 等合作</p>
<p>- <strong>忠誠度計劃和銀行/零售合作伙伴關係</strong>，將燃料和雜貨激勵合併以獲得獎勵和現金返還</p>
<p>- <strong>增值服務</strong>，如快遞收集（例如 PUDO）、洗車、遊樂區、工作空間和座位</p>
<p>隨着銷售增長、分銷點增加、購物者使命演變以及推動更大客流的策略，前台便利店為快速消費品製造商提供了高價值的機會。</p>
<p>但品牌是否在利用這一機會？</p>
<p>不幸的是，在大多數情況下，答案是否定的。</p>
<p><strong>案例研究：在必備商品執行中的錯失機會</strong></p>
<p>為了量化這一機會，Field Force 與 eRoute2Market 合作，評估了南非兩家最大的雜貨製造商在 2,276 家便利店中 110 個必備商品（MSL）SKU 的數值分佈和店內表現。根據這些發現，推斷數據清楚地表明：</p>
<p><strong>關鍵發現</strong></p>
<p>- 兩家制造商在合併的 MSL 列表中均未達到 50% 的數值分佈。</p>
<p>- 儘管價格上漲，兩家制造商的銷量均出現下降，增長低於通貨膨脹。</p>
<p>如果銷售量保持平穩（零案例增長），由於更有效的分銷，額外的 3810 萬南非蘭特收入本可以實現。</p>
<p>MSL 指的是必須始終有庫存的高優先級 SKU，以避免失去銷售機會。</p>
<p>這 3810 萬南非蘭特不僅僅是一個數字——它清楚地反映了通過更精準的市場路線聚焦、更強的零售合作伙伴關係和嚴格的店內執行可以解鎖的潛力。</p>
<p><strong>為什麼分銷仍然讓許多製造商失敗</strong></p>
<p>歷史上，採用直接交付模式的類別——如碳酸飲料、煙草和能量飲料——在這一渠道中實現了強勁的銷售和市場份額增長，由經驗豐富的類別領軍者主導。</p>
<p>然而，大多數快速消費品製造商並沒有直接交付結構，而是嚴重依賴分銷網絡來執行銷售並實現店內 KPI。挑戰在於？有限的領先國家分銷商池，其中許多在多個委託人之間運營聯合投資組合。這往往導致對整體購物籃的關注，而不是單個品牌的成功——限制了每個品牌獲得的可見性、優先級和促銷支持。</p>
<p><strong>品牌所有者應該怎麼做？</strong></p>
<p>為了充分釋放前台零售的價值，製造商必須果斷行動：</p>
<p>- <strong>優先考慮品牌前台便利渠道</strong>，如 BP、Engen、Astron、Shell 和 Sasol——並確保明確的 MSL 關注。</p>
<p>- <strong>在貨架上贏得戰爭</strong>——確保 MSL 廣泛分佈、始終在貨架上並持續有庫存。</p>
<p>- <strong>利用技術診斷執行差距</strong>，並派人彌補這些差距：通過流動商品陳列、實時庫存訂單和合規審計來跟蹤表現。</p>
<p><strong>為了更好的效果</strong></p>
<p>零售商和製造商如何確保店內 KPI 始終到位？引用 Thomas Monson 的話：“當績效被衡量時，績效會改善。當績效被衡量並報告時，改善的速度會加快。”</p>
<p>Field Force 的發現顯示，通過每天審計多達 100 萬個數據點，測量和報告績效可以使店內 KPI 提高多達 20%。在我們多元化的市場中，測量是必不可少的。</p>
<p>Field Force，您的市場路線專家，利用銷售便利數據、透明的實時技術和人員來推動銷售量和市場份額的增長。</p>
<p>版權所有。© 2022。Bizcommunity.com 由 SyndiGate Media Inc.（Syndigate.info）提供。</p>
<p>免責聲明：本文內容由外部第三方提供或轉載至本網站。我們不對這些外部網站、實體、應用程序或媒體發佈者負責，也不對其進行控制。文本內容以 “原樣” 和 “可用” 為基礎提供，未經過任何編輯。我們及我們的關聯公司均不保證本文中所表達的觀點或意見的準確性，也不對此表示認可。請在此處閲讀我們的完整免責聲明政策。</p>

<p>南非的加油站零售行業正在經歷顯著增長，銷售額達到 330 億南非蘭特，2019 年至 2023 年間的市場覆蓋率增長了 14.5%。儘管整體雜貨市場面臨挑戰，加油站零售商正在擴展產品種類並提升客户體驗。然而，許多快速消費品製造商並未充分利用這一機會，關鍵產品的分銷率不足 50%。為了改善業績，製造商應關注品牌渠道，確保產品的可用性，並利用技術提升執行和測量的效果</p>

<p><strong>Staff Writer</strong></p>
<div class="lb-trans"><p><strong>員工撰稿人</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>大型超市和非正式傳統貿易渠道（如小商店、無品牌零售）在南非市場的銷售貢獻中繼續佔據主導地位。製造商正確地將重點放在正式的大型雜貨行業——包括 Spar、Shoprite 集團、Pick n Pay 和 Woolworths，同時努力從非正式貿易中解鎖收入。</p>
</div><p>Both of these focus areas are difficult, complex, and costly to execute.</p>
<div class="lb-trans"><p>這兩個重點領域的執行都困難、複雜且成本高昂。</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，有一個渠道在店內銷售價值和銷量上顯示出持續的年增長，並且在覆蓋面上顯著增加（在 2019 年至 2023 年間增長了 14.5%，期間新增了 582 個前台）。根據最近的《貿易情報前台報告》，預計前台零售便利銷售額達到了 330 億南非蘭特。報告顯示，75% 的受訪消費者打算維持或增加他們對這一渠道的訪問頻率，突顯了其對購物者和消費者日益增長的重要性。</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>這種穩定的增長是由購物者需求和使命的變化驅動的。購物者越來越尋求安全、快速和便利——尤其是在通勤或深夜購物時。作為回應，前台零售商正在擴大產品種類，提供即取即走的選項、品牌咖啡合作以及改善整體購物體驗。</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>對於製造商而言，在這一渠道內實施和執行貿易策略可以更簡單且利潤更高，這得益於日益正式化和簡化的零售商結構。</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積極推動客流和零售銷售，以應對燃料支出整體下降的趨勢。該渠道的零售銷售增長了 4%（2023 年增長了 8.5%），顯著超過了快速消費品的整體增長——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>是什麼推動了增長？</strong></p>
</div><p>Several strategies are contributing to the performance of forecourt retailers:</p>
<div class="lb-trans"><p>多個策略正在推動前台零售商的表現：</p>
</div><p>- <strong>New store openings and revamps</strong> aligned with shopper expectations</p>
<div class="lb-trans"><p>- <strong>新店開業和改造</strong> 與購物者期望相一致</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>零售合作伙伴關係</strong>，建立信任並擴大產品種類：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>，與 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>忠誠度計劃和銀行/零售合作伙伴關係</strong>，將燃料和雜貨激勵合併以獲得獎勵和現金返還</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>增值服務</strong>，如快遞收集（例如 PUDO）、洗車、遊樂區、工作空間和座位</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>隨着銷售增長、分銷點增加、購物者使命演變以及推動更大客流的策略，前台便利店為快速消費品製造商提供了高價值的機會。</p>
</div><p>But are brands capitalising on it?</p>
<div class="lb-trans"><p>但品牌是否在利用這一機會？</p>
</div><p>Unfortunately, in most cases, the answer is no.</p>
<div class="lb-trans"><p>不幸的是，在大多數情況下，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：在必備商品執行中的錯失機會</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>為了量化這一機會，Field Force 與 eRoute2Market 合作，評估了南非兩家最大的雜貨製造商在 2,276 家便利店中 110 個必備商品（MSL）SKU 的數值分佈和店內表現。根據這些發現，推斷數據清楚地表明：</p>
</div><p><strong>Key findings</strong></p>
<div class="lb-trans"><p><strong>關鍵發現</strong></p>
</div><p>- Neither manufacturer achieved over 50% numeric distribution across the combined MSL list.</p>
<div class="lb-trans"><p>- 兩家制造商在合併的 MSL 列表中均未達到 50% 的數值分佈。</p>
</div><p>- Despite price increases, both manufacturers recorded volume declines and growth below inflation.</p>
<div class="lb-trans"><p>- 儘管價格上漲，兩家制造商的銷量均出現下降，增長低於通貨膨脹。</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>如果銷售量保持平穩（零案例增長），由於更有效的分銷，額外的 3810 萬南非蘭特收入本可以實現。</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 指的是必須始終有庫存的高優先級 SKU，以避免失去銷售機會。</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>這 3810 萬南非蘭特不僅僅是一個數字——它清楚地反映了通過更精準的市場路線聚焦、更強的零售合作伙伴關係和嚴格的店內執行可以解鎖的潛力。</p>
</div><p><strong>Why distribution still fails many manufacturers</strong></p>
<div class="lb-trans"><p><strong>為什麼分銷仍然讓許多製造商失敗</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>歷史上，採用直接交付模式的類別——如碳酸飲料、煙草和能量飲料——在這一渠道中實現了強勁的銷售和市場份額增長，由經驗豐富的類別領軍者主導。</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，大多數快速消費品製造商並沒有直接交付結構，而是嚴重依賴分銷網絡來執行銷售並實現店內 KPI。挑戰在於？有限的領先國家分銷商池，其中許多在多個委託人之間運營聯合投資組合。這往往導致對整體購物籃的關注，而不是單個品牌的成功——限制了每個品牌獲得的可見性、優先級和促銷支持。</p>
</div><p><strong>What should brand owners do?</strong></p>
<div class="lb-trans"><p><strong>品牌所有者應該怎麼做？</strong></p>
</div><p>To unlock the full value of forecourt retail, manufacturers must act decisively:</p>
<div class="lb-trans"><p>為了充分釋放前台零售的價值，製造商必須果斷行動：</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>優先考慮品牌前台便利渠道</strong>，如 BP、Engen、Astron、Shell 和 Sasol——並確保明確的 MSL 關注。</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>在貨架上贏得戰爭</strong>——確保 MSL 廣泛分佈、始終在貨架上並持續有庫存。</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>利用技術診斷執行差距</strong>，並派人彌補這些差距：通過流動商品陳列、實時庫存訂單和合規審計來跟蹤表現。</p>
</div><p><strong>For good measure</strong></p>
<div class="lb-trans"><p><strong>為了更好的效果</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>零售商和製造商如何確保店內 KPI 始終到位？引用 Thomas Monson 的話：“當績效被衡量時，績效會改善。當績效被衡量並報告時，改善的速度會加快。”</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 的發現顯示，通過每天審計多達 100 萬個數據點，測量和報告績效可以使店內 KPI 提高多達 20%。在我們多元化的市場中，測量是必不可少的。</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，您的市場路線專家，利用銷售便利數據、透明的實時技術和人員來推動銷售量和市場份額的增長。</p>
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