Strategii de profilare a comercianilor cu amnuntul

Nicolae Al. POP

Academia de Studii Economice Bucureti
Dan Cristian DABIJA
Universitatea Babe-Bolyai Cluj-Napoca

Abstract
Abordarea pieei de ctre comercianii cu amnuntul i cu ridicata are loc pe baza unor
strategii proprii de profilare fa de toate grupurile strategice care dein interese la
comerciant, respectiv pe care acesta trebuie s i ia n considerare. Cunoaterea acestor
grupuri, dar mai ales a strategiilor de abordare a lor se impune din cauza sinergiilor care
reies pentru comerciant, mai ales n contextul unei concurene tot mai puternice i n
turbulenele pieei.
Chiar dac att poziionarea, ct i profilarea desemneaz n general acelai demers
privitor la modalitatea n care compania i mparte piaa relevant, la o analiz mai
atent se poate constata existena unei diferene conceptuale conform creia poziionarea
se realizeaz din perspectiva clienilor, iar profilarea din cea a ntreprinderii.

Cuvinte cheie: strategii de profilare; uniti comerciale; modaliti de poziionare; profilare

fa de furnizori, finanatori, angajai, ali deintori de interese

1. Strategii de profilare n comer

Urmnd concepia lui Porter (Porter, 1999), ntreprinderea comercial trebuie s
int cont att de piaa pe care o servete n aval (desfacere), ct i de cea din amonte
(achiziie), mai ales datorit interdependenelor dintre acestea, respectiv, a actorilor
care o compun. Potrivit unei astfel de abordri rezult o serie de strategii i implicit
maniere de lucru. Pe de o parte se disting strategiile de baz i cele speciale ale profilrii
fa de clieni i concureni, pe de alt parte cele privind deintorii de interese
(stakeholderii). Toate strategiile pleac de la anumite ipoteze, se bazeaz pe anumite
caracteristici i se contureaz pe baza unor factori de succes sau insucces. O astfel de
abordare este prezentat n figura 1.

30 Nicolae Al. POP, Dan Cristian DABIJA

Differentiation strategies of retailers

Nicolae Al. POP

Academia de Studii Economice Bucureti
Dan Cristian DABIJA
Universitatea Babe-Bolyai Cluj-Napoca

Abstract

Retailers and wholesalers approach the market based upon own differentiation strategies
towards all strategic groups who hold the retailers interest, respectively those that
have been taken into consideration. Knowing these groups, but especially their approach,
strategy is being imposed due to the synergies resulting for retailers, especially under the
premises of an ever increasing competition and market turbulences.
Even if positioning, as well as differentiation, mean in fact the same thing regarding the
modality in which the firm splits its relevant market, on a closer look, one can realise the
relatively fine conceptual difference, according to which positioning is being realised
from the customers perspective, and differentiation from the firms perspective.

Keywords: differentiation strategy; retail units; positioning possibilities; differentiation towards

suppliers, financers, employees and other stakeholders

1. Differentiation strategies in retail

Following Porters concept (1999), a retailer must take into consideration both the
downstream market (distribution), as well as the upstream market (acquisition), especially
due to the interdependencies between them, respectively to the actors it is made of.
Thus result a series of strategies and, implicitly, approaches. On one hand, one can
distinguish basic strategies and the special ones of differentiation towards customers
and competitors, on the other hand, strategies regarding stakeholders. All strategies
initiate from certain hypotheses, are based on certain characteristics and are focused
on success or insuccess factors (Liebmann, Zentes, Swoboda, 2008).

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 Strategii de profilare a comercianilor cu amnuntul

Profilarea i abordarea stakeholderilor

Furnizori Concureni pe piaa de achiziie

Piee int pe partea de achiziie

Poziia
Finanatori pe pia a Angajai
companiei

Piee int pe partea de desfacere

Concureni pe piaa de desfacere Clieni

Profilare fa de clieni i concureni

Figura 1. Profilarea unitilor comerciale

(Liebmann, Zentes, Swoboda, 2008)

2. Strategii de baz ale profilrii comercianilor cu amnuntul fa de clieni i

concureni
Drept strategii de baz sau generice (generic strategies) sunt considerate cele
elaborate de Porter (1999) privind focalizarea pe difereniere fa de concureni, respectiv
de concentrare pe costuri.

2.1. Strategia diferenierii prin calitate

Diferenierea este neleas pe de o parte ca fiind dat de unicitatea, adic
individualitatea prestaiei, iar pe de alt parte ca i sensibilitatea sczut fa de un pre
ridicat la care s-ar vinde mrfurile (Porter, 1999). n acest sens, individualitatatea unui
comerciant presupune accentuarea uneia sau a mai multor coordonate ale calitii,
care mpreun contribuie la crearea unei identiti a unitii (Esch, Lebermann, 1993).
n fapt, aceast identitate poate fi privit din dubl perspectiv i anume ca scop strategic
al comerciantului de a dezvolta n psihicul consumatorului o imagine privind

32 Nicolae Al. POP, Dan Cristian DABIJA

 Differentiation strategies of retailers

Differentiation towards and approch of Stakeholders

Suppliers Competitors on the aquisition market

Target aquisition markets

Firms market
Investors Employees
position

Target distribution markets

Comptitors on the distribution market Customers

Differentiation towards customers and competitors

Figure 1. Retailers differentiation

(Liebmann et al, 2008)

2. Basic differentiation strategies of retailers towards customers and competitors

Basic strategies or generic strategies are considered those elaborated by Porter (1999),
concerning the focusing on differentiation towards competitors, respectively
concentrating on costs.

2.1. The strategy of differentiation by quality

In this case, differentiation is understood, on one hand, as unicity, that is, individuality
of service, and on the other hand as low sensibility towards high price merchandises
would be sold at (1999). In this respect, the individuality of a retailer implies the
emphasising of one or several dimensions of quality, which, together, contribute to the
creation of a unity identity (Esch, Lebermann, 1993). In fact, this identity can be looked
at from a double perspective, namely as a strategic purpose of the retailer to develop
in the consumers mentality an image regarding the differentiation by emphasising the

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 Strategii de profilare a comercianilor cu amnuntul

diferenierea acestuia prin accentuarea aspectului calitate, respectiv, a consumatorului,

vzut drept perceperea subiectiv a capacitii unitii comerciale de a i satisface
motivaia achiziiei (Liebmann, Zentes, Swoboda, 2008).
Printre ipotezele acestei orientri strategice enunate de Porter (1999) se numr
cunotinele tehnologice i cele de marketing sau creativitatea puternic i capacitatea
ntreprinderii de a integra n cadrul activitilor sale unele concepte inovative.
Eventualele costuri ridicate cauzate de acumularea cunotinelor menionate i care
pot mpiedica acoperirea complet a pieei pot fi ns contracarate n comer prin
multiplicarea concepului, adic prin filializare neleas drept creterea numrului de
filiale ale unui comerciant (Liebmann i alii, 2008). Aceast cale nu va nsemna doar o
economie de costuri, ci i o cretere a prii proprii de pia datorit prezenei n mai
multe locaii. Creterea prii de pia poate fi i efectul specializrii puternice sau al
abordrii unei strategii de ni.
Strategia diferenierii prin calitate poate fi privit n comer din punct de vedere
multi-dimensional, deoarece nu se refer doar exclusiv la oferta de mrfuri sau la un
singur sortiment, ci mai degrab la ntreaga activitate a ntreprinderii comerciale (Ellis,
Kelley, 1992). Aceasta poate fi, la rndul ei, privit prin prisma:
ambianei din magazin (specific hipermarketurilor);
inducerii unui spirit de aventur (prin varierea periodic a sortimentului specific
branei fashion (Janz, Swoboda, 2007) sau a modului de dispunere a mrfurilor);
amabilitii i competenei forei de vnzare i a capacitii acesteia de a rspunde
ntotdeauna prietenos la cea mai mic nemulumire sau la orice ntrebare a
clienilor (Swoboda, Hlsig, Morschett, 2006);
servirii promte nainte, dar i dup cumprare (de exemplu la o unitate de
vulcanizare);
instrumentelor comunicaionale utilizate (de exemplu aciuni de promovare a
vnzrilor, publicitate);
Teoretic, o astfel de abordare poate avea drept obiectiv i un marketing personalizat
(individualizat). Un posibil exemplu din practic este cel al lanului german de magazine
universale Karstadt (www.de.wikipedia.org/wiki/Karstadt), care n urma unor reduceri
semnificative ale cifrei de afaceri a decis ca, dup restructurare, fiecare filial s i
schimbe lunar tematica i prezentarea mrfurilor, chiar dac aceasta a adus cu sine o
reducere sortimental de 8% pn la 12%. Totodat un alt obiectiv declarat este cel de
implementare a conceptului Personal Shopping, care presupune cuprinderea ntr-o
baz de date a unor caracteristici speciale despre clieni, privind mrimile hainelor,
preferina pentru o anumit marc sau culoarea preferat de ctre acetia (Sddeutsche
Zeitung, 2007).
Diferenierea prin calitate ca urmare a inducerii unui spirit de aventur n magazin
este privit de unii autori (Grppel-Klein, 1998), drept o nou strategie a comercianilor
(Foscht, Swoboda, 2007). Practic, aceasta poate fi considerat strdania comerciantului
de a da via interiorului unitii comerciale, adic de a crea impresii i aprecieri

34 Nicolae Al. POP, Dan Cristian DABIJA

 Differentiation strategies of retailers

quality aspect, respectively of the consumer, like subjective perception of the capacity
of the retailer to satisfy the motivation of the purchase (Liebmann et al, 2008).
Among the hypotheses of this strategic orientation expressed by Porter (1999) one
can count technological knowledge and marketing knowledge or strong creativity
and the capacity of the firm to integrate into its activities some innovating concepts.
Possible charged costs, caused by the accumulation of mentioned knowledge and which
can lead a hindrance to completely cover the market can nevertheless be countered in
retail by the multiplication of the concept, that is, by subsidiarisation, understood, in
fact, as the increase of the number of subsidiary companies of a retailer (Liebmann et al,
2008). This orientation will not only mean saving costs, but also an increase of the own
market share, due to the presence in several locations. The increase of the market share
can also be the effect of a powerful specialisation or of the approach of a niche strategy.
The strategy of differentiation by quality can be looked at in retail from a
multidimensional point of view, because it does not only, exclusively, refer to
merchandise offer or to a single product line, but rather to the entire activity of the
retailer (Ellis, Kelley, 1992). On her turn, this can be understood by following dimensions:
Store ambiance (specific for hypermarkets);
inducing a spirit of adventure (by varying periodically the product line specific
to the fashion branch (Janz, Swoboda, 2007) or of the way merchandises are
arranged);
kindness and competence of the sales personnel and its capacity of always
answering in a friendly manner to the smallest customer dissatisfaction (Swoboda,
Hlsig, Morschett, 2006);
prompt services prior to, but also after purchase (in case of a vulcanisation service);
communication instruments in use (actions to promote sales, publicity);
Theoretically, such an approach can also have personalised marketing as a goal. A
possible example from practice is that of the German hypermarket chain Karstadt
(www.de.wikipedia.org/wiki/Karstadt), which, following a significant turnover drop
decided that, after restructuring, each subsidiary company should change its subject
matter and merchandises presentation, even if this meant a product line reduction of 8
to 12%. At the same time, another declared purpose is that of implementing the concept
of personal shopping, which implies to collect in database particular characteristics
about customers, regarding their cloth sizes, the preference for a certain brand or their
preferred colour (Sddeutsche Zeitung, 2007).
Differentiation by quality, as a result of inducing a spirit of adventure into the
shop, is regarded by some authors (Grppel-Klein, 1998), as a new retailers strategy
(Foscht, Swoboda, 2007). Practically, this can be considered the retailers effort to give
life to the inner side of the retail unit, that is, to create pleasant impressions and

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 Strategii de profilare a comercianilor cu amnuntul

favorabile, care depesc satisfacerea unei nevoi primare, constituind o contribuie la

creterea calitii vieii consumatorului (Liebmann i alii, 2008). Transpunerea n realitate
a spiritului de aventur presupune respectarea unor condiii foarte clare (Weinberg,
1992):
neimitarea concurenilor;
dezvoltarea unui concept unic, individual care s se ancoreze n psihicul
consmatorului privind imaginea comerciantul (unitii comerciale);
atmosfera din magazin s ofere vivacitate, surprize, precum i un joc interactiv
de stimuli relaxani i activatori, accentund inovarea, ideea de rusticalitate i
avangardism i mai puin de lux sau exclusvitate (Liebmann i alii, 2008).
Neajunsurile acestei strategii (Porter, 1999) transpuse asupra comerului pot fi
reprezentate mai ales de percepia subiectiv a consumatorului privind ecartul prea
mare de pre a comerciantului selectat fa de concurentul su, ceea ce nseamn c
purttorul cererii va fi doar anevoie dispus s cumpere produsul n ciuda calitii mai
ridicate oferite. Totodat, calitatea suplimentar poate fi considerat irelevanta fa de
intensitatea nevoii resimite sau a articolelor de marc piratate i astfel diferenierea
fa de acestea i de calitatea lor dispare din punctul de vedere al consumatorului
(Grppel-Klein, 1998).

2.2. Strategia diferenierii prin focalizare pe costuri

Aceast strategie presupune consolidarea avantajului competitiv printr-un
management consecvent al costurilor, adic prin individualizarea prestaiei prin preuri
sczute fa de competitori n vederea atingerii celei mai avantajoase poziii de ofertant
al unui sector de activitate. Reducerea semnificativ a costurilor i ofer comerciantului
posibilitatea realizrii de venituri sau a unei cifre de afaceri nsemnate, chiar i atunci
cnd se consemneaz o reducere a preurilor sectorului de activitate (Liebmann i alii,
2008).
Implementarea acestei strategii este sensibil favorizat dac, n prealabil,
ntreprinderea comercial avea o cot de pia mai mare sau un acces exclusiv la un
anumit tip de resurse i poate fi mai uor dus la ndeplinire n combinaie cu un
comportament agresiv de preuri paralel cu asigurarea unei caliti minime a prestaiei.
Astfel, condiiile avantajoase de achiziie, sub forma preurilor mici oferite de
furnizorii direci sau unici, alaturi de rabaturile, reducerile i alte posibile bonificaii ale
productorilor pot fi considerate caracteristice determinante ale comercianilor care se
focalizeaz pe strategia diferenierii prin costuri. n acest sens, primul retailer mondial,
Wal-Mart (www.wal-mart.com) a reuit n spre finele anului 2006 s i creasc cu
10% vnzrile, n ciuda faptului c multe dintre filialele sale nregistraser descreteri
ale achiziiilor clienilor. n apropierea srbtorilor de iarn i n special a Crciunului,
urmrind cu consecven o strategie agresiv de reducere a preurilor la jucrii i la
unele articole electronice, liderul mondial i-a mrit cifra de afaceri cu uimitorul procent
de 11% (Handelsblatt, 2007).

36 Nicolae Al. POP, Dan Cristian DABIJA

 Differentiation strategies of retailers

appreciations, which go beyond satisfying a primary need, and representing a contribution

to the consumers living quality (Liebmann et al, 2008). Transforming a spirit of adventure
into reality implies to respect some very clear conditions (Weinberg, 1992):
the non-limitation of competitors;
the development of a unique, individual concept, which should anchor into the
consumers mentality the image regarding the retailer;
the stores atmosphere should offer vivacity, surprises, as well as an interactive
game of relaxing and activating stimuli, emphasising innovation, the idea of
rusticality and avangardism and less the idea of luxury or exclusivity (Liebmann
et al, 2008).
The drawbacks of this strategy (Porter, 1999), transposed upon retail, can be
represented especially by the subjective perception of consumers, regarding the too
great price difference of the selected retailer in comparison to his competitor, which
means that this one will be only unwillingly ready to buy the product, despite the better
quality offer. At the same time, the additional quality can be considered irrelevant
towards the intensity of the perceived need, or brand articles are being counterfeited
and thus, the differentiation from the brand article and its quality vanishes, from the
consumers point of view (Grppel-Klein, 1998).

2.2. The strategy of differentiation by focusing on costs

It implies reaching competition advantage by a consequent cost management, that
is, by individualising service through lower costs than competitors, in order to reach
the most advantageous position of vendor of a certain branch. The drastically costs
reduction offers the retailer the possibility of income or to achieve an important turnover,
even when a reduction of market prices is being recorded (Liebmann et al, 2008). The
implementation of this strategy is sensibly favorised if, prior to this, the retailer had a
larger market segment or an exclusive access to a certain type of resources and can be
easier enforced if combined with an aggressive price behaviour and with the insurance
of a minimum level of the service.
Thus, advantageous purchase conditions, under the form of low prices, offered
by direct or sole suppliers, along with rebates, discounts and other possible producer
bonifications can be considered as being essential characteristics of retailers, which
focus on the strategy of differentiating through costs. In this respect, the worlds leading
retailer, Wal-Mart, succeeded by the end of 2006 in increasing its sales by 10%, despite
the fact that many of its subsidiaries had recorded decreases in matters of customers
acquisitions. In the wake of winter festivities, and especially Christmas, by consequently
persisting on an aggressive price reduction for toys and some electronic devices, the
world leader increased its turnover by an amazing 11 % (Handelsblatt, 2007).

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 Strategii de profilare a comercianilor cu amnuntul

Pe lng accesul la resurse, mai poate fi pus n discuie i exploatarea potenialelor

de eficien, adic fie optimizarea proceselor interne (standardizarea conceptelor,
reducerea servirii, creterea circulaiei mrfurilor, pstrarea doar a locaiilor rentabile
n proprietate, gestiunea eficient a fluxurilor de mrfuri, transmiterea informaiilor
privind clienii i reclamaiile, observaiile acestora n timpi reali, implementarea unui
management pro-activ), fie raionalizarea acestora (renunarea la o aranjare prea
pretenioas a interiorului, limitarea sortimentului, vnzarea locaiilor nerentabile,
nchirierea de locaii pe zone comerciale centrale, outsourcingul unor procese
logistice) (Liebmann i alii, 2008). Printre comercianii care urmresc o astfel de strategie
se numr att hard ct i soft-discounterii sectorului food i near-food sau non-food.
Totodat se cristalizeaz tot mai des i strategia de profilare a ntregii uniti
comerciale drept o marc avantajoas (Swoboda, Hlsig, Meierer, 2007). Astfel se dorete
pe termen lung influenarea percepiei consumatorilor privind prestaia oferit de ntreaga
unitate prin intermediul tuturor elementelor mixului de marketing i implicit inducerea
unei diferenieri strategice pe baza mcrederii n nivelul de pre. Conform unui alt recent
studiu empiric (Jarry, Schneider, Wilemann, 1999), cea mai cunoscut marc german
a comerului este ... discounterul Aldi. Astfel, 95% din cei aproape apte mii de
consumatori chestionai la nivelul ntregului stat federal consider c la acest comerciant
primesc mai mult pentru banii cheltuii la un nivel corespunztor de calitate
(Handelsblatt, din 25 ianuarie 2004) n timp ce mulumirea lor fa de al doilea clasat
de ridic la doar 76% (Jarry i alii, 1999).
Garantarea acelui nivel corespunztor de calitate care s asigure meninerea i chiar
consolidarea imaginii hard-discounterului german nu este doar legat de strictele controale
de calitate impuse furnizorilor, ci i trimiterea mrcilor proprii unei tere companii de
control (Stiftung Warentest) (www.de.wikipedia.org/wiki/Aldi), care le compar cu
articolele de mrc ale productorilor.
Printre posibilele dezavantaje deduse tot de la Porter (1999), urmtoarele se pot
transpune i n comerul cu amnuntul (Liebmann i alii, 2008):
capacitatea consecvent de orientare a managementului i a proceselor
ntreprinderii pe aceast structur;
adaptarea la semnalele transmise de pia privind o eventual modificare a
sortimentelor sau a instrumentarului de marketing;
concurena neloial prin copierea de ctre ali comerciani a propriilor strategii.

3. Strategia speciale ale profilrii comercianilor cu amnuntul fa de clieni

i concureni
Transformrile actuale ale pieei au condus la extinderea clasicilor abordri
porteriene cauznd conturarea unor strategii derivate, care sunt implementate de
comerciani pentru prelucrarea pieei int. Astfel se delimiteaz (Liebmann i alii,
2008):

38 Nicolae Al. POP, Dan Cristian DABIJA

 Differentiation strategies of retailers

Besides access to resources, exploiting efficiency potentials can also be brought

into discussion, that is either by optimising internal processes (standardising concepts,
reducing service, increase merchandise circulation (specific for discounters), keeping
only profitable locations for ones property, efficiently handling merchandise flows,
passing on information regarding customers and complaints, their observations in real
time, implementing a pro-active management), or their rationalisation (giving up the
too pretentious arrangement of the inner side of the shop, limiting the product line,
selling non-profitable locations, renting locations in central retail areas, outsourcing
some logistical processes) (Liebmann et al, 2008). Among the retailers pursuing such a
strategy one can count both hard, as well as soft discounters of the food and non-food
sector.
At the same time, the strategy of differentiating the entire retail unit as an advantageous
brand comes more and more into shape (Swoboda, Hlsig, Meierer, 2007). Thus, on
long term, the goal is to influence the consumers perception regarding the entire unit
by dint of all the elements of the marketing mix and implicitly, the inducement of a
strategic differentiation based on the price-level-confidence. According to another
recent empirical study (Jarry, Schneider, Wilemann, 1999), the most known German
retailer brand is the discounter Aldi. Thus, 95% of the nearly seven thousand consumers
asked in Germany, consider that, at this retailer, they get more for the money they
spend (Handelsblatt, 2004) (at a corresponding level of quality), and while their
contentment towards the second-ranked rises up to only 76% (Jarry et al, 1999).
The guarantee for the corresponding quality level which should ensure the upkeep
and even the consolidation of the image of the German hard-discounter are not only
strict quality controls imposed on suppliers, but also sending the own brands to a third
control company (Stiftung Warentest) which compares them with the brands of
producers. Among the possible disadvantages deduced also from Porter (1999), the
following ones can be transposed upon commerce (Liebmann et al, 2008):
Consequent capacity of orienting management and enterprise processes on this
structure;
Adapting to signals transmitted by the market, concerning a possible change in
the product line or marketing instrumentary;
Dishonest competition due to the copying by other retailers of ones own
strategies.

3. Special strategies for differentiation retailers in relation to customers and

competitors
The modern market transformations have lead to the extension of the classic
Porterian approach, causing the outline of derivate strategies, which are being
implemented by retailers when approaching target market. Thus, one can distinguish
(Liebmann et al, 2008):

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 Strategii de profilare a comercianilor cu amnuntul

a. strategia orientat spre convenien i ntlnit n special la unitile din sectorul

alimentar;
b. strategia orientat spre achiziii n vitez n sectorul textil (fashion);
c. strategia outpacing de depire a concurenilor;
d. strategia distribuiei multi- canal.

3.1. Strategia orientrii spre convenien

Aceast abordare se refer mai puin la tipurile de uniti comerciale noi, ci mai
degrab noua orientare strategic a comerului alimentar, care dorete s uureze
clientului achiziiile n toate raioanele sale. n acest sens, unitile comerciale cu
sortiment relativ limitat cum sunt unii discounterii (Aldi) ncep s se transforme n
uniti de proximitate, lrgindu-i spre exemplu sortimentul de articole proaspete prin
introducerea salatelor de cruditi n sortiment. Aceast tendin originar din Regatul
Unit intitulat Fresh-cut (Lebensmittel-Zeitung, 2007) este completat de orientarea
ecologic (sau biologic) a comercianilor (Dabija, 2005) care au introdus astfel de
alimente mai ales n raioanele de mezeluri i lactate, dar chiar i al articolelor de
panificaie, al buturilor alcoolice sau al mbrcmintei (Fril, Dabija, 2004). Doar n
Germania partea de pia a acestora n ntregul comer cu amnuntul a fost de 6% n
2006, n scurt timp ateptndu-se o dublare a acestei valori (Handelsblatt, 2006).
Preferina unitilor de convenien se datoreaz, dup cum s-a mai precizat, orarului
prelungit de funcionare, posibilitii achiziiilor rapide, servirii prietenoase, orientrii
tot mai accentuate spre articole de calitate, senzitivitii sczute la pre a segmentului
int, comoditii resimite n achiziie, a posibilitii accesrii unitii cu automobilul i
a parcrii acestuia, a timpilor redui de ateptare la cas sau a achiziiei de articole de
convenien (semipreparate ready to cook, dar chiar i sandwichuri ready to
eat), dar i a unor factori demografici (creterea numrului menajelor unipersonale,
angajarea ambilor parteneri) (Swoboda, Schwarz, 2006).
Prezena acestor entiti n apropierea magazinelor tradiionale (hipermarketuri,
supermarketuri) face ca unitile axate pe strategia de convenien s fie redutabili
competitori, n special datorit programului lung de funcionare, dar i a consilierii
personale a consumatorului sau a oferirii unor cadouri la plecare (Liebmann i alii,
2008). Unele studii empirice recente (Morschett, Swoboda, Schramm-Klein, 2006)
dovedesc n mod cert noua strategie de poziionare perceput ca atare de ctre
consumatori. Astfel, cu ajutorul analizei cluster s-a reuit delimitarea acelor grupuri de
uniti comerciale care corespund cel mai bine percepiei subiective a consumatorilor.
Coordonatele avute n vedere au fost:
nivelul preului / spiritul de aventur;
conveniena indus de achiziii i de varietatea sortimental,
nivelului calitii mrfurilor i al servirii.

40 Nicolae Al. POP, Dan Cristian DABIJA

 Differentiation strategies of retailers

a. the strategy oriented on convenience and encountered especially at food units;

b. the strategy oriented towards speedy acquisitions in the fashion sector;
c. the outpacing strategy of leaving competitors behind;
d. the multi-channel distribution strategy.

3.1. The strategy of orientation on convenience

This approach refers less to retail units of the new type, referring rather to the new
food commerce strategic orientation which wants to ease the customers purchases in
all its departments. In this respect, retail units with a relatively limited product line as
some discounters (Aldi) start to transform into proximity units, by diversifying, for
instance, their product line of fresh articles, by introducing green salads into the product
line. This tendency, originary from the United Kingdom, called Fresh-cut
(Lebensmittel-Zeitung, 2007) is completed by the retailers organic orientation (Dabija,
2005) who have introduced such foodstuff especially into the sausages and dairy
products, but even in what bread products, alcoholic beverages or clothing is concerned
(Fril, Dabija, 2004). In Germany alone, the market share of the entire retail was of
6% in 2006, the duplication of this value being expected within a short time (Handelsblatt,
2006).
The preference of convenience units is owed, as it has already been said, to extra
working time, to the possibility of quick purchase, to friendly service, to an ever
increasing orientation towards quality articles, to a low price sensitivity of the target
segment, the comfort felt in the purchase, of the possibility of drive into the unit by car
and the possibility of parking it, of the low waiting time at checkout when purchasing
convenience articles (rough-wrought ready to cook, but even sandwiches ready
to eat), but also to some demographic factors (the increase of the number of
one-person-households, the employment of both partners, etc.) (Swoboda, Schwarz,
2006).
The existence of these units in the neighbourhood of traditional units (hypermarkets,
supermarkets) makes units centred upon the convenience strategy fierce competitors,
especially due to the late working hours, but also due to personal consultancy of the
consumer, of the offering of gifts when they leave (Liebmann et al, 2008). Some recent
empirical studies (Morschett, Swoboda, Schramm-Klein, 2006) clearly prove the new
positioning strategy, perceived as such by consumers. Thus, with the help of the cluster
analysis they achieved delimitation according to composed coordinates price level/
spirit of adventure and convenience induced by purchases and product line variety,
respectively of quality level of merchandises and of serving those groups of retail
units which best fit the consumers (subjective) perception.

RRM 1-2009 41
 Strategii de profilare a comercianilor cu amnuntul

n ansamblu, indiferent de coordonatele avute n vedere, se contureaz grupul

unitilor de tip discount numite de cei chestionai Aldi, Lidl, Plus, Edeka, respectiv,
al magazinelor universale cu autoservire Globus, Karstadt (Morschett i alii, 2006).
Practic, strategia orientat spre convenien a unitilor comerciale ofer n general
avantajele prezentate n tabelul 1 (Liebmann i alii, 2008).

Tabel 1. Factorii de succes ai strategiei de convenien a comercianilor

Factori Sortiment Oferta Oferta Servire Preurile

de mrfuri gastronomic de servicii
Caracteristici adaptat pentru varietate / prietenoas, senzitivitate
evideniate de clienilor; foamea i aglomerare realizat sczut
consumator rotirea setea de de servicii; de angajai datorit
sortimentului; pe drum; cartele competeni utilitii
alimente; buturi i telefonice, suplimentare
articole preparate lozuri, percepute
igienice; calde; bilete loto,
pentru snacksuri, servicii
automobil; chipsuri bancare,
jucrii; turistice
flori

3.2. Strategia cumprturilor rapide n sectorul vestimentar (fashion)

Comerul cu amnuntul nseamn nu doar sector alimentar, ci i cel specializat.
Pentru consumator unitile cu articole textile sunt aproape la fel de importante ca i
cele alimentare fiind, cel puin prin prisma cifrei de afaceri, al doilea sector comercial
ca importan (Janz, Swoboda, 2007). Strategia utilizat de aceti comerciani este una
foarte complex, datorit grupurilor puternic segmentate de clieni, mai ales pe baza
stilurilor de via (Liebmann i alii, 2008, p.177).
Realizarea unei poziionri nu este uoar nici n acest sector. Fie c ne referim la
filiale ale unor case internaionale de design vestimentar (Haute Couture) Gucci,
Armani, Prada, la productorii clasici gen Polo Ralf Lauren, Esprit, Tommy Hilfiger sau
la hard-discounterii care ncep s i fac simit prezena Takko, KiK, toi ncearc
adoptarea unei poziionari prin accentuarea atractivitii interiorului, ct i a spiritului
de aventur. Mai ales pentru segmentul Young Fashion, comercianii de textile modific
periodic tematica abordat prin unitile lor, Zara sau H&M reuind s i creasc cifrele
de afaceri prin implementarea a 24 de sortimente noi pe an, n condiii de focalizare
att pe pstrarea calitii, ct mai ales a preului (Janz, Swoboda, 2007).

42 Nicolae Al. POP, Dan Cristian DABIJA

 Differentiation strategies of retailers

On the whole, irrespective of the coordinates in sight, one can see emerge the group
of discount-type units, named by the surveyed persons Aldi, Lidl, Plus, Edeka,
respectively of self-service department stores Globus, Karstadt (Morschett et al, 2006).
Practically, the strategy of retail units oriented towards convenience usually offers
the following advantages (Liebmann et al, 2008):

Table 1. Success factors of the retailers convenience strategy (Swoboda, Schwarz,

2006)

Factors Product Gastronomical Offer Service Prices

line offer of services
Characteristics adapted to for the hunger variety/ friendly, low
emphasised by customers; and thirst concentration delivered by sensitivity
the consumer product line on the road; of services; competent due to
rotation; warm beverages phone cards, employees perceived
foodstuff; and prepared lots, additional
sanitary food; lottery tickets, utility
products; snacks, chips banking and
for the car; tourist
toys; flowers services

3.2. The strategy of quick purchases in the fashion retail

Retail does not mean only foodstuff sector, but also specialised one. To the consumer,
textile article units are nearly as important as foodstuff ones, being, at least if looked at
the turnover, the second most important retail sector (Janz, Swoboda, 2007). The strategy
used by these retailers is a very complex one, due to the strongly segmented customer
groups, especially based upon life-styles (Liebmann et al, 2008).
Achieving a positioning is not easy in this sector, either. Whether we mean the
subsidiaries of some international fashion design houses (Haute Couture) Gucci,
Armani, Prada, or classic producers like Polo Ralf Lauren, Esprit, Tommy Hilfiger or the
hard-discounters whose presence starts being felt Takko, KiK (, they are all trying to
adopt a position by emphasising the attractively of the interior space, as well as that of
the adventure spirit. Especially for the Young Fashion segment, textile retailers
periodically change the approached thematic through their units, Zara or H&M thus
succeeding in increasing their turnover by the implementation of 24 new products per
year, under the circumstances of focusing both on maintaining quality, and especially
price (Janz, Swoboda, 2007).

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 Strategii de profilare a comercianilor cu amnuntul

Diferenierea prin calitate sau pre se bazeaz n acest sector mai ales pe resursele
specifice i pe competenele textilitilor, dar i pe implementarea unor modele de afaceri
integrate, a inovrii permanente a coleciilor i astfel a schimbrii rapide a sortimentelor.
n mod diferit fa de comercianii sectorului alimentar, comercianii de textile
evideniaz o integrare vertical a proceselor i a funciilor lanului valoric n amonte i
n aval (Liebmann i alii, 2008), de la designul produsului de la stadiul de idee, la
transpunerea acesteia pe plan, dezvoltarea de prototipuri, croire / confecionare i
distribuie n mas (Zentes, Neidhart, 2006). Totodat trebuie menionat strategia
productorilor de a viza intrarea n contact direct cu consumatorii pentru adaptarea
corespunztoare la cerinele acestora (Eggert, 2006).
Consolidarea avantajelor competitive n acest sector marcat, pe de o parte de
dinamica evoluiei gusturilor i a stilurilor de via ale consumatorilor, iar pe de alt
parte de obsolescena mbrcmintei a dus la desemnarea textilitilor drept fast fashion
retailer i la caracterizarea acestei competiii bazate pe timp (time based competition)
pe baza a trei coordonate (Janz, Swoboda, 2007):
time to market viteza de creare a unui produs apt de comercializare, plecnd
de la o idee;
time to serve viteza de servire a comenzii;
time to react viteza de adapare la volatilitatea cererii.
Se consider c optimizarea vitezei de creaie (time to market) poate fi implementat
cu succes att n condiiile unei dependine sporite fa de trendinele, respectiv, a unor
cicluri scurte de via ale produselor, ct i a introducerii n ecuaie a capacitilor
suplimentare de management, a necesarului sporit de capital investiional, ct mai ales
a coordonrii tuturor activitilor lanului logistic (Liebmann i alii, 2008).

3.3. Strategia outpacing

Aceast strategie este definit n general drept o combinare a strategiilor concureniale
generice ale avantajului pur prin calitate sau prin costuri n vederea dominanei pe
termen lung pe pia printr-o prestaie care combin cele dou abordri strategice (Zentes,
Swoboda, 2001). Aceast depire a concurenei (to outpace a lsa n urm) n
vederea realizrii unei rentabiliti mai mari se implementeaz mai degrab de ctre
companiile care au experien i prezen ndelungat pe pia, care evideniaz o
anumit mrime sau parte de pia semnificativ i astfel o anumit putere (Miller,
Dess, 1993). Desigur c aceast profilare pe pia trebuie ntreprins cu maxim pruden
prin optimizarea aspectului calitativ n combinaie cu preul (costul). Grafic strategia
este reprezentat n figura 2.

44 Nicolae Al. POP, Dan Cristian DABIJA

 Differentiation strategies of retailers

The differentiation through quality or price is based in this sector especially on specific
resources and on the textiles manufacturers competencies, but also on the
implementation of some integrated business models, of the permanent innovation
of collections and thus of quick product line changes. In a different manner from food
retailers, textiles manufacturers evidentiate a vertical integration of processes and
functions of the downstream and upstream chain value (Liebmann et al, 2008), starting
with the design of the merchandise from the stage of an idea, up to turning them to
the plate, the development of prototypes, tailoring and mass distribution (Zentes,
Neidhart, 2006). At the same time, one has to mention the producers strategy of looking
to enter into direct contact with consumers, in order to correspondingly adapt to their
demands (Eggert, 2006).
The consolidation of competitive advantages in this sector, marked on one hand by
the dynamics of the consumers tastes evolution and life style, and on the other hand by
the obsolete clothing, lead to the textiles manufacturers being called as fast fashion
retailer and to the characterisation of this time based competition on the ground of
three coordinates (Janz, Swoboda, 2007):
time to market speed of creation of merchandise fit to be commercialised,
starting from an idea;
time to serve order service speed;
time to react adaptation speed to demand volatility.
It is being considered that the optimisation of the creation speed (time to market)
can be successfully implemented both under the circumstances of an increased
dependence towards trends, respectively of some short product life cycles, as well as
under the circumstances of adding into the equation of the additional management
capacities, of the increased investment capital necessity, as well as especially under
the circumstances of coordination of all the activities of the logistical chain (Liebmann
et al, 2008).

3.3. The outpacing strategy

It is usually defined as a combination of generic competition strategies of pure
advantage through quality or through costs, the goal being long-term market domination
through a service, which combines the two strategic approaches (Zentes, Swoboda,
2001). This competition outranking (to outpace = to leave somebody behind) in order
to achieve a higher rentability is being implemented rather by experienced firms with
long-lasting market presence, which evidentiate a certain size or significant market
share and thus, a certain power (Miller, Dess, 1993). Of course, this market positioning
must be undertaken with maximal care, by optimising the quality aspect combined
with the price (the cost).

RRM 1-2009 45
 Strategii de profilare a comercianilor cu amnuntul

Creterea calitii
( creterea Sectorul int al
utilitii subiective depirii /
a clienilor) outpacing-ului
B
(calitate nalt,
preuri sczute)

C A Scderea costurilor
( scderea
preurilor)

Figura 2. Strategia clasic de tip outpacing (Hnerberg, 1994)

Transpunerea n plan comercial a modelului prezentat mai sus presupune

identificarea a patru repoziionri posibile a tipurilor de uniti comerciale (Liebmann
i alii, 2008) Transpunerea grafic a acestor repoziionri este surprins de figura 3.

a. Strategia de tip A - este specific discounterilor care activeaz pe pieele existente.

Pstrarea nivelului de pre are ca efect o adaptare la preteniile crescnde ale
consumatorilor privind calitatea prestaiilor, n final rezultnd chiar o posibil
repoziionare spre exemplu spre orientarea de convenien.

preuri / costuri mari

uniti specializate,
Strategie centre comerciale
neprofilai de tip C

ambian, Strategie
ambian,
prestigiu, de tip B
prestigiu,
servire
servire
sczut Strategie Strategie
discounteri ridicat
de tip A de tip D discounteri
magazine magazine
universale universale

preuri / costuri mici

Figura 3. Modaliti de poziionare a comercianilor prin intermediul strategiei de

tip outpacing (Liebmann i alii, 2008)

46 Nicolae Al. POP, Dan Cristian DABIJA

 Differentiation strategies of retailers

Quality increase
( the
increase of The target sector
subjective utility) of the outpacing
(high quality, low
prices)

Cost cut
( price cut)

Figure 2. Classic outpacing-type strategy (Hnerberg, 1994)

The transposition on retail of the above-presented model implies the identification

of four possible repositioning of retail units (Liebmann et al, 2008):

a. A-type strategy is specific to discounters who are active on existing markets.

Maintaining the price level has as an effect an adjustment to rising customer
pretentions in matters of the quality of services, in the end the result being even
a possible repositioning, for instance on/towards convenience orientation.

high prices/costs

specialised units,
C-type trade centers
not profiled strategies

low B-type
ambiance, strategies high
prestige, ambiance,
services A-type D-type prestige,
discounters, strategies strategies
department discounters,
stores stores

low prices/costs

Figure 3. Positioning modalities of retailers by dint of the outpacing-type strategy

(Liebmann et al, 2008)

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 Strategii de profilare a comercianilor cu amnuntul

b. Strategia de tip B - urmrete mai nti dominaia prin prestaia oferit care are
menirea atragerii clienilor, ca pe urm, dup ce este copiat de competitori,
comerciantul s i orienteze strategia pe reducerea costurilor i creterea
productivitii, n scopul unei profilri puternice prin pre;
c. Strategia de tip C - este desemnat drept o poziie neprofilat sau nesigur pe
pia, fiind considerat mai degrab nerealist.
d. Strategia de tip D - este aplicabil ofertanilor care naintea urmrii acestei strategii
nu erau prezeni pe pia, dar care reuesc o poziionare optim combinnd
calitatea nalt cu preul sczut.

3.4. Strategia multi-canal

Aceast strategie trebuie neleas drept opiunea comerciantului de abordare a
aceluiai segment int, precum i a unor segmente diferite att prin unitile comerului
staionar (super- sau hipermarketuri, etc), ct i cele ale comerului nestaionar - comer
electronic, comer prin comand (Schramm, Klein, 2003). De regul, ntre canalele
de distribuie ale sistemului multi-canal exist o legtur, respectiv, o suprapunere a
sortimentului. Orientarea strategic are n primul rnd n vedere atingerea unei eficiene
sporite n cadrul activitilor lanului valoric (Liebmann i alii, 2008). Astfel, se distinge
n mare ntre:
a. strategia de integrare - pentru atingerea unei integrri a potenialelor de eficien,
respectiv a unei poziionri mai bune fa de consumator, comunicarea cu acesta
se realizeaz unitar;
b. strategia de separare - canalele utilizate nu se coreleaz ntre ele, prin fiecare n
parte comerciantul ncercnd abordarea a diferite grupuri de clieni crora n
fapt nu li se comunic apartenena prestaiei la o ntreprindere anume.
Implementarea strategiei de distribuie multi-canal se poate realiza n mod adaptiv
sau voluntar. Adaptarea presupune completarea de ctre comerul staionar a
prezenei sale prin cel electronic (nestaionar), sau mai rar a comercianilor de pe internet
n afacerile staionare (Schramm-Klein, 2003). Un posibil exemplu este concernul
american Wal-Mart, care a realizat n 2005 prin pagina proprie de internet vnzri n
valoare de nu mai puin de un miliard de dolari (www.walmart.com).
Opiunea voluntar ascunde utilizarea extensiv a mai multor tipuri de uniti
comerciale staionare i nestaionare n vederea servirii aceluiai grup int. Practic,
consumatorul este urmrit la tot pasul de comerciant, indiferent c acesta se afl la
cumprturi ntr-un Tesco, Superstore, Supermarket, Tesco-C-Store, Tesco-Hypermarket
(Metro Group, 2007), pe siteul grupului britanic sau dac tocmai folosete un catalog al
acetuia (Liebmann i alii, 2008).
n fapt, aceast strategie ascunde un mare potenial de sinergii datorit multiplelor
combinaii posibile ntre diversele forme de comer, ct i al orientrii spre un marketing
individualizat, respectiv al fidelizrii consumatorilor. Unele studii desemneaz acest
proces drept comer cross channel, tocmai datorit utilitzrii succesive de potenialuri

48 Nicolae Al. POP, Dan Cristian DABIJA

 Differentiation strategies of retailers

b. B-type strategy seeks first domination through the offered service which is meant
to attract clients, so that afterwards, when it is being copied by competitors, the
retailer orient his strategy on cost reduction and increase of productivity, with
the purpose of a strong differentiation through price;
c. C-type strategy is called to be a not profiled position or an uncertain position
on the market, being rather considered as unrealistic.
d. D-type strategy is applicable to suppliers who, prior to following this strategy,
were not present on the market, but who succeed in getting an optimal positioning,
combining high quality with low price.

3.4. The multi-channel strategy

This must be understood as the retailers option to approach the same market segment,
as well as of some different segments, both through stationary retail units (supermarkets
or hypermarkets, etc.), as well as those of non-stationary retail (Schramm-Klein, 2003)
(electronic retail, order retail). Usually, between the distribution channels of the
multi-channel system, there is a correlation, respectively an overlapping of the product
line. The strategic orientation seeks first and foremost the achievement of a combined
efficiency within chain value activities (Liebmann et al, 2008). Thus, one grossly
distinguishes between:
a. integration strategy - in order to achieve an integration of efficiency potentials,
respectively of a better positioning towards the consumer, the communication
with this one is being uniform;
b. separation strategy - used channels do not intercorrelate, by each one in part,
the retailer trying to approach different customer groups to whom, in fact the
belonging of the service to a specific enterprise is not being communicated.
The implementation of the multi-channel distribution strategy can be achieved in an
adaptive or voluntary way. Adaptation implies the completion by the stationary
time retail of its presence by the electronic (non-stationary) retail or, more rarely, of
Internet retailers in stationary business (Schramm-Klein, 2003). A possible example is
the American Wal-Mart concern, who achieved in 2005, through the own Internet
page, sales worth not less than a billion dollars (www.walmart.com).
The voluntary option hides the extensive use of several stationary and non-stationary
retail units, in order to approach the same target group. Practically, every step of the
consumer is being watched by the retailer, irrespective whether he is shopping in a
Tesco (Metro Group, 2007) Superstore, Supermarket, -C-Store, Hypermarket, on the
Internet site of the British group or just using one of its catalogues (Liebmann et al,
2008).
In fact, this strategy hides a large potential of synergies, due to the multiple possible
combinations between different retail forms, as well as of the orientation towards an
individualised marketing, respectively of winning loyal customer. Some studies call
this process as cross channel retail, especially due to the successive use of potentials

RRM 1-2009 49
 Strategii de profilare a comercianilor cu amnuntul

cross-selling i de sinergii n canalele de distribuie i n cadrul proceselor de afaceri

(Birgelen, Jong, Ruyter, 2006).

4. Strategia profilrii fa de deintorii de interese (stakeholderi)

Abordarea privind stakeholderii se afl ntr-o oarecare contradicie cu cea privind
shareholderii. n acest sens, nc din a doua jumtate a secolului al 19lea s-a cutat
lrgirea conceptului conform cruia managementul unei ntreprinderi intra exclusiv n
sarcina celor care deineau pri sociale sau aciuni shareholderi prin atragerea
de manageri externi fr ca acetia stakeholderi s trebuiasc s dein n proprietate
titluri ale ntreprinderii pe care o conduceau . Pe parcurs, conceptul privind
stakeholderii a fost lrgit incluznd azi toate grupurile care dein interese n
ntreprinderea selectat, fie c e vorba de furnizorii, proprietarii i investitorii sau angajai
(Liebmann i alii, 2008). n ultimul timp, se profileaz tot mai mult i responsabilitatea
social a ntreprinderii fa de diferitele grupuri strategice care au un interes mai mare
sau mai mic n aceasta.

4.1. Profilarea fa de furnizori

n comer, ca i n orice alt sector de activitate exist interrelaii puternice ntre
ntreprinderea analizat i furnizorii si. Cunoaterea activitii lor se impune att pentru
cei mai nensemnai comerciani, ct i pentru liderii comerciali regionali, cel puin
datorit faptului c unii dintre ei sunt sau pot deveni concureni n achiziie sau n
distribuie (Liebmann i alii, 2008). Astfel, profilarea ntreprinderii comerciale fa de
furnizori trebuie s in seama mai ales de unele aspecte majore (Tietz, 1988):
asigurarea livrrii prin selectarea optim a furnizorilor n vederea mbuntirii
poziiei pe pia, dar i acreterii capacitii concureniale a comerciantului;
numrul i intensitatea relaiei cu ei;
calitatea furnizorului neleas prin prisma prestaiilor acestuia, a respectrii
contractelor (inclusiv a termenelor de livrare), a aprovizionrii constante cu
mrfuri;
reducerea riscului livrrilor prin dependina de un singur furnizor;
analiza i aprecierea serviciilor acestora prin compararea lor ntre diferii furnizori,
respectiv fa de perioada anterioar;
segmentarea adecvat a furnizorilor n funcie de elementele strategice implicate
proporia dintre furnizorii tradiionali, de ni sau ocazionali, cantitatea maxim
achiziionat de la un furnizor, durata i intensitatea relaiei cu acesta.
Posibilul risc al ruperii relaiei unui furnizor intermediar cu ntreprinderea i
intensificarea acesteia cu un concurent, ctig tot mai mult n importan. ns aceast
situaie se poate contracara de ctre comerciant prin integrarea vertical a activitilor
furnizorului i chiar a celor productive, respectiv,prin impunerea unor contracte de

50 Nicolae Al. POP, Dan Cristian DABIJA

 Differentiation strategies of retailers

cross-selling and of synergies in distribution channels and within business processes

(Birgelen, Jong, Ruyter, 2006).

4. Differentiation strategy towards stakeholders

The approach regarding stakeholders is somewhat contradictory to that regarding
shareholders. In this respect, ever since the second half of the 19th century, it was
sought to extend the concept according to which an enterprises management was
exclusively the task of those who were holding social parts or shares shareholders
by attracting external managers, without these the stakeholders being obliged
to own bonds of the enterprise they were administering. With time, the concept
concerning the stakeholders was enlarged, including today all groups hold interests
in the enterprise selected, be it the suppliers, the owners and investors or the employees
(Liebmann et al, 2008). Lately, the social responsibility of the enterprise towards the
different strategic groups having a larger or smaller interest in it comes more and more
into profile.

4.1. Differentiation towards suppliers

In retail, like in any other activity sector, there are strong interrelations between the
selected firm and its suppliers. The knowledge of their activity is necessary both to the
most insignificant retailers, as well as for regional retail leaders, at least due to the fact
that some of them are or can become competitors in purchase or distribution (Liebmann
et al, 2008). Thus, the differentiation of retailers towards suppliers must take into account
some major aspects (Tietz, 1988):
merchandise delivery insurance by optimally selecting suppliers, in order to
improve the position on the market, but also in order to improve the retailers
competitive capacity;
the number and the intensity of the relationships to them;
the quality of the supplier, understood by having in view his service, his respecting
of shipment terms, of the constant supply with merchandises;
diminishing the shipment risk of depending on a single supplier;
the analysis and the evaluation of their services, by comparing them to other
suppliers, respectively to the previous period;
the adequate segmentation of suppliers, depending on the implied strategic
elements the proportion between traditional suppliers, niche suppliers or
occasional suppliers, the maximal purchased quantity from a supplier, the duration
and intensity of the relationship with this one.
The possible risk of breaking the relationship of an intermediary supplier with the
enterprise and the intensification of its relationship with a competitor, wins more
and more importance. But this situation can be countered by the retailer through a

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 Strategii de profilare a comercianilor cu amnuntul

exclusivitate. Totodat exist posibilitatea cooperrii strategice cu intermediarul sau cu

productorul, care pentru a ajunge mai uor la consumatorul final va prefera aceast
form (alian), n schimbul creia este posibil s primeasc acces la baza de date cu
clienii comerciantului (Liebmann i alii, 2008).
Nu n ultimul rnd trebuie precizat c din perspectiva comerciantului se poate
identifica un management al relaiilor cu furnizorii pe coordonatele regularitatea
aprovizionrii, durabilitatea (trnicia) relaiilor sau cooperarea partenerial.

4.2. Profilarea fa de proprietari i finanatori

Profilarea ntreprinderii comerciale spre acest grup strategic, reiese din necesitatea
tot mai acut de finanare a tuturor activitilor sale. n condiiile ameninrii de preluare
venite din partea celor care sunt n cutare de active subevalute, a posibilitilor
sporite de accesare a capitalului pe pieele financiare internaionale, a considerentului
c profitul pe aciune nu reprezint un indicator de ncredere pentru companie este
important pentru orice comerciant s ia n considerare finanatorii i proprietarii.
Atragerea de capital propriu sau strin depinde de prognoza veniturilor viitoare
alentreprinderii, ceea ce nseamn c proprietarii nu sunt doar cei care vor beneficia
de succesul financiar viitor, ci i cei care decid asupra repartiiei mijloacelor financiare
(Liebmann i alii, 2008).
Dei n ultimii ani, unii comerciani au recurs la infuzii de capital prin listarea la
diferite burse, totui, majoritatea ntreprinderilor de comer europene se afl n, proporie
nsemnat, n proprietatea unor familii, care fie conduc ele nsele companiile, fie
apeleaz la teri specialiti (Tietz, 1988). O anumit problem este reprezentat de
faptul c fondatorii i proprietarii acestora nu reuesc s transmit gestiunea companiei
urmtoarei generaii, ceea ce, de asemenea, presupune recurgerea la manageri externi
sau chiar la vnzarea afacerii.
Din punctul de vedere al marketingului financiar, adic al prelucrrii pieei din
perspectiva finanatorilor, unitatea comercial poate urmri:
strategia de ctigare sau de achiziie a investitorilor;
strategia de meninere a investitorilor actuali;
strategia de intensificare a relaiilor cu investitorii;
strategia de rectigare a investitorilor;
strategia de fidelizare investitorilor;
strategia de modelare a valorii ntreprinderii.

4.3. Profilarea fa de angajai

Angajaii i colaboratorii ntreprinderii sunt demnai de unele surse drept clienii
interni. Tratarea separat a acestora se impune n cazul comerului datorit faptului c
ei reprezint una dintre modalitile de tangibilizare ale comercianilor cu
consumatorii, fiind totodat elementul prin care se realizeaz o parte a strategiilor de

52 Nicolae Al. POP, Dan Cristian DABIJA

 Differentiation strategies of retailers

vertical integration of the suppliers activities and even of the productive ones,
respectively through imposing some exclusivity contracts. At the same time, there is
the possibility of strategic cooperation with middlemen or producers, who, in order
to easier reach the final consumer, will prefer this alliance, in exchange for which it is
possible to be granted access to the database with the retailers clients (Liebmann et al,
2008).
Last, not least, one should note that, form the retailers point of view, one can identify
a relationships management with the suppliers, on the coordinates supply regularity,
durability of relationships or the partnership cooperation.

4.2. Differentiation towards owners and financers

The differentiation of a retailer towards this strategic group incurs from the ever
increasing necessity of financing his activities. Under the circumstances of takeover
threat from the part of those looking for under evaluated assets, of enhanced possibilities
to access capital on international financial markets, of the belief that share profit does
not represent a trust indicator for the firm, it is important for every retailer to take financers
and owners into consideration. Attracting own or external capital depends on the winning
prognosis regarding future earnings, which means that owners are not only those who
will benefit from the future financial success, but also those who decide upon the
repartition of financial means (Liebmann et al).
Although in latest years, some retailers resorted to capital infusions by being listed
on different stock exchanges, nevertheless, most European retailers are, in significant
numbers, in the property of families which either run the companies themselves, or rely
on third-party specialists (Tietz, 1988). A certain problem is given by the fact that their
founders and owners do not succeed in passing the administration of the company to
the next generation, which also implies resorting to external managers or even the sale
of the business.
From the point of view of the financial marketing, that is, the market approach from
the financers perspective, the retail unit could pursue:
a winning strategy or of purchasing investors;
a strategy of maintaining actual investors;
a strategy of intensifying relationships to investors;
a strategy of winning back investors;
a strategy of winning over investors;
a strategy of shaping the enterprise value.

4.3. Differentiation towards employees

The employees and collaborators of the enterprise are called by some sources as its
internal clients. Their separate treatment is necessary only in retail, due to the fact
that they represent one of the modalities of tangibilising retailers with consumers,

RRM 1-2009 53
 Strategii de profilare a comercianilor cu amnuntul

poziionare i profilare. Practic, implicarea personalului n realizarea serviciului

comercial, contribuie, ntr-o anumit msur, la aprecierea de ctre consumatori a
ntregii uniti comerciale i duce la creterea satisfaciei clienilor. Susinerea i formarea
lor adecvat se impune i datorit mbuntirii calitii consultanei (Tietz, 1988)
acordate de acetia n contactul direct cu clienii. Ideal ar fi ca vnztorii s se identifice
cu problematica clienilor, dar i s considere mplinirea dorinelor clienilor drept o
realizare personal (Liebmann i alii, 2008). n acest sens, managementul resursei umane
este cel care poate s scoat n eviden:
a. satisfacia angajailor - ar trebui s duc chiar la o identificare a acestora cu
obiectivele ntreprinderii, al angajrii lor pentru aceasta, dar mai ales pentru
asigurarea satisfaciei clienilor. Reversul const n angajaii nemulumii care
dei lucreaz dup regulamente resimt un fel presiune n privinta
responsabilitilor. n acest sens, unele studii empirice dovedesc faptul c pe de
o parte angajaii satisfcui ai unitilor comerciale au, de regul, preponderent
doar clieni mulumii;
b. coordonarea individual - care s evidenieze calitile i angajamentul acestora,
dar i implicarea lor mai puternic n activitile companiei pe baza motivrii
financiare corespunztoare, a colirii lor, a meninerii unui feedback cu acetia,
dar i al recunoaterii meritelor (Dressler, 1998);
c. considerarea angajatului drept client intern- prin crearea unui ambient
pritenos cu coninuturi exigente n condiiile n care acesta se concentreaz
exclusiv asupa clienilor si. Practic aceasta este cheia mbinrii abordrii
comerciale a angajailor cu cea a clienilor ntreprinderii (Liebmann, Zentes,
Swoboda, 2008).

Bibliografie
Birgelen, M. van, Jong, A. de, Ruyter, K. de (2006), Multi-channel service retailing: The
effects of channel performance satisfaction on behavioral intentions, n: Journal of
Retailing, Anul 82, Nr. 4, pp.267-377
Dabija, C. (2005), The marketing mix in the analysis of the consumers behavior of
organic products n The impact of European Integration on the National Economy,
Faculty of Economics and Business Administration, Babe-Bolyai University,
Cluj-Napoca, Romnia, October
Dressler, M. (1998), Erfolgreiche Vergtungssysteme im deutschen Einzelhandel,
Frankfurt a.M.
Eggert, U. (2006), Wettbewerbliches Umfeld - Konsumenten, Lieferanten, Konkurrenten,
n: Zentes, J. Handbuch Handel: Strategien Perspektiven Internationaler
Wettbewerb, Wiesbaden

54 Nicolae Al. POP, Dan Cristian DABIJA

 Differentiation strategies of retailers

being, at the same time, the element by dint of which part of the positioning and
differentiation strategies is being achieved. Practically, implicating the staff in achieving
the retail service, leads to a certain extent, the appreciation by consumers of the entire
retail unit and leads to increased satisfaction. Their adequate maintaining and shaping
is necessary also due to the improvement of consulting quality (Tietz, 1988) supplied
by these ones in direct contact to customers. It would be ideal if vendors could identify
themselves with customers problems, but also to consider the fulfilment of customers
requests as a personal achievement (Liebmann et al, 2008). In this sense, the management
of the human resource is the one that can emphasise:
a. Employees satisfaction it should even lead to an identification of these ones
with the goals of the enterprise, their commitment to this, but especially to
customer satisfaction. The reverse consists of unsatisfied employees, who,
although working by the book, sense a sort of pressure in what responsibilities
are concerned. In this respect, some empirical studies prove the fact that, the
content employees of the units usually have only satisfied customers;
b. Individual coordination which should emphasise their qualities and their
engagement, but also their even stronger implication into the activities of the
firm, based upon corresponding financial motivation, upon their training, upon
maintaining of a feedback to these ones, but also upon the recognition of their
merits (Dressler, 1998);
c. Considering the employee as an internal client- by creating a friendly
atmosphere with exigent contents, under the circumstances in which these ones
exclusively focus on their customers. Practically, this is the key of combining
commercial approach on the employees with the approach on the customers of
the company (Liebmann et al, 2008).

References
Birgelen, M. van, Jong, A. de, Ruyter, K. de (2006), Multi-channel service retailing: The
effects of channel performance satisfaction on behavioral intentions, n: Journal of
Retailing, Anul 82, Nr. 4, pp.267-377
Dabija, C. (2005), The marketing mix in the analysis of the consumers behavior of
organic products n The impact of European Integration on the National Economy,
Faculty of Economics and Business Administration, Babe-Bolyai University,
Cluj-Napoca, Romnia, October
Dressler, M. (1998), Erfolgreiche Vergtungssysteme im deutschen Einzelhandel,
Frankfurt a.M.
Eggert, U. (2006), Wettbewerbliches Umfeld - Konsumenten, Lieferanten, Konkurrenten,
n: Zentes, J. Handbuch Handel: Strategien Perspektiven Internationaler
Wettbewerb, Wiesbaden

RRM 1-2009 55
 Strategii de profilare a comercianilor cu amnuntul

Ellis, B., Kelley, S.W. (1992), Competitive Advantage in Retailing n: The International
Review of Retailing, Distribution and Consumer Research, Anul 2, Nr. 4, pp.381-396
Esch, F. R., Lebermann T. (1993), Handelsunternehmen als Marke - Messung, Aufbau
und Strkung des Markenwertes - Ein verhaltenswissenschaftlicher Ansatz, n:
Trommsdorff, V. Jahrbuch der Handelsforschung 1993/1994, Gabler, Wiesbaden
Foscht, T., Swoboda, B. (2007), Kuferverhalten, 3. Aufl. Gabler Verlag, Wiesbaden
Fril, R., Dabija, C. (2004), Trendul n domeniul alimentar, Simpozionul Marf,
Calitate, Globalizare, 19. Noiembrie 2004, Academia de tiine Economice
Bucureti
Grppel-Klein, A. (1998), Wettbewerbsstrategien im Einzelhandel. Chancen und Risiken
von Preisfhrerschaft und Differenzierung, Gabler, Wiesbaden
Hnerberg, R. (1994), Internationales Marketing, Landsberg / Lech
Janz, M., Swoboda, B. (2007), Vertikales Retail-Management in der Fashion Branche,
Frankfurt a.M.
Jarry, M., Schneider, D., Wilemann, A. (1999), Marken Power, Wiesbaden
Liebmann, H. P., Zentes, J., Swoboda, B. (2008), Handelsmanagement, 2. Aufl, Verlag
Vahlen
Miller, A., Dess, G.G. (1993), Assessing Porters (1980) Model in Terms of its
Generalizability, Accuracy and Simplicity, n: Academy of Management Journal,
Anul 36, Nr. 4, pp.763-788
Morschett, D., Swoboda, B., Schramm-Klein, H. (2006), Competitive strategies in retailing
An investigation of the applicability of Porters framework for food retailers, n:
Journal of Retailing and Consumer Services, Anul 13, Nr. 4, pp.275-287
Porter, M. E. (1999), Wettbewerbssrategie, 9. Aufl., Campus, Frankfurt a. Main
Schramm-Klein, H. (2003), Multi-Channel-Retailing. Verhaltenswissenschaftliche
Analyse der Wirkung von Mehrkanalsystemen im Handel, Gabler, Wiesbaden
Swoboda, B., Hlsig, F., Meierer, M. (2007), Kooperationsstrategien in vernderten
Wettbewerbsarenen, n: Zentes, J. Faszination Handel 50 Jahre Handelsforschung
Saarbrcken, Frankfurt a.M.
Swoboda, B., Hlsig, F., Morschett, D. (2006), Intersectoral Analysis of the Impact of
Retailer Attributes on Customer-Based Retail Brand Equity, n: Evans, J.R., Retailing
2006: Strategic Challenges in the New Millennium, Proceedings of the AMS/ACR
8th Triennial Retailing Conference, Orlando
Swoboda, B., Schwarz, S. (2006), Convenience-Stores Internationale Entwicklung
und Kuferverhalten in Deutschland, n Zentes, J., Handbuch Handel: Strategien
Perspektiven Internationaler Wettbewerb, Wiesbaden
Tietz, B. (1988), Marktbearbeitung morgen. Neue Konzepte und ihre Durchsetzung,
Landsberg a.L

56 Nicolae Al. POP, Dan Cristian DABIJA

 Differentiation strategies of retailers

Ellis, B., Kelley, S.W. (1992), Competitive Advantage in Retailing n: The International
Review of Retailing, Distribution and Consumer Research, Anul 2, Nr. 4, pp.381-396
Esch, F. R., Lebermann T. (1993), Handelsunternehmen als Marke - Messung, Aufbau
und Strkung des Markenwertes - Ein verhaltenswissenschaftlicher Ansatz, n:
Trommsdorff, V. Jahrbuch der Handelsforschung 1993/1994, Gabler, Wiesbaden
Foscht, T., Swoboda, B. (2007), Kuferverhalten, 3. Aufl. Gabler Verlag, Wiesbaden
Fril, R., Dabija, C. (2004), Trendul n domeniul alimentar, Simpozionul Marf,
Calitate, Globalizare, 19. Noiembrie 2004, Academia de tiine Economice
Bucureti
Grppel-Klein, A. (1998), Wettbewerbsstrategien im Einzelhandel. Chancen und Risiken
von Preisfhrerschaft und Differenzierung, Gabler, Wiesbaden
Hnerberg, R. (1994), Internationales Marketing, Landsberg / Lech
Janz, M., Swoboda, B. (2007), Vertikales Retail-Management in der Fashion Branche,
Frankfurt a.M.
Jarry, M., Schneider, D., Wilemann, A. (1999), Marken Power, Wiesbaden
Liebmann, H. P., Zentes, J., Swoboda, B. (2008), Handelsmanagement, 2. Aufl, Verlag
Vahlen
Miller, A., Dess, G.G. (1993), Assessing Porters (1980) Model in Terms of its
Generalizability, Accuracy and Simplicity, n: Academy of Management Journal,
Anul 36, Nr. 4, pp.763-788
Morschett, D., Swoboda, B., Schramm-Klein, H. (2006), Competitive strategies in retailing
An investigation of the applicability of Porters framework for food retailers, n:
Journal of Retailing and Consumer Services, Anul 13, Nr. 4, pp.275-287
Porter, M. E. (1999), Wettbewerbssrategie, 9. Aufl., Campus, Frankfurt a. Main
Schramm-Klein, H. (2003), Multi-Channel-Retailing. Verhaltenswissenschaftliche
Analyse der Wirkung von Mehrkanalsystemen im Handel, Gabler, Wiesbaden
Swoboda, B., Hlsig, F., Meierer, M. (2007), Kooperationsstrategien in vernderten
Wettbewerbsarenen, n: Zentes, J. Faszination Handel 50 Jahre Handelsforschung
Saarbrcken, Frankfurt a.M.
Swoboda, B., Hlsig, F., Morschett, D. (2006), Intersectoral Analysis of the Impact of
Retailer Attributes on Customer-Based Retail Brand Equity, n: Evans, J.R., Retailing
2006: Strategic Challenges in the New Millennium, Proceedings of the AMS/ACR
8th Triennial Retailing Conference, Orlando
Swoboda, B., Schwarz, S. (2006), Convenience-Stores Internationale Entwicklung
und Kuferverhalten in Deutschland, n Zentes, J., Handbuch Handel: Strategien
Perspektiven Internationaler Wettbewerb, Wiesbaden
Tietz, B. (1988), Marktbearbeitung morgen. Neue Konzepte und ihre Durchsetzung,
Landsberg a.L

RRM 1-2009 57
 Strategii de profilare a comercianilor cu amnuntul

Weinberg, P. (1992), Erlebnismarketing, Mnchen

Zentes, J., Neidhart, M. (2006), Wer nicht vertikalisiert, verliert!, n: Absatzwirtschaft,
Anul 49, Nr. 3, pp.275-297
Zentes, J., Swoboda, B. (2001) Grundbegriffe des Marketing, 5. Aufl. Schaeferl Poeschl
*** Handelsblatt, 11 decembrie 2006
*** Handelsblatt, 15 noiembrie 2004
*** Handelsblatt, 21 februarie 2007
*** Lebensmittel-Zeitung, 16 martie 2007
*** Sddeutsche Zeitung, 27 februarie 2007
*** Metro Group (2007), Metro Handelslexikon
*** Karstadt from: www.de.wikipedia.org/wiki/Karstadt
www.wal-mart.com

58 Nicolae Al. POP, Dan Cristian DABIJA

 Differentiation strategies of retailers

Weinberg, P. (1992), Erlebnismarketing, Mnchen

Zentes, J., Neidhart, M. (2006), Wer nicht vertikalisiert, verliert!, n: Absatzwirtschaft,
Anul 49, Nr. 3, pp.275-297
Zentes, J., Swoboda, B. (2001) Grundbegriffe des Marketing, 5. Aufl. Schaeferl Poeschl
*** Handelsblatt, 11 decembrie 2006
*** Handelsblatt, 15 noiembrie 2004
*** Handelsblatt, 21 februarie 2007
*** Lebensmittel-Zeitung, 16 martie 2007
*** Sddeutsche Zeitung, 27 februarie 2007
*** Metro Group (2007), Metro Handelslexikon
*** Karstadt from: www.de.wikipedia.org/wiki/Karstadt
www.wal-mart.com

RRM 1-2009 59
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.