T
載入中...
載入中...
- Hyper-local regional specialties, no-frill shopping layouts and updated drive-through models.
超本地化的區域特色、簡約的購物佈局和更新的得來速模式。
These are just a few business strategies driving some of the most talked about companies today.
這些只是推動一些當今最受關注公司的幾種商業策略。
"The Wall Street Journal" dives into the surprising tactics brands use to capture consumer attention, starting with Aldi, one of the cheapest and fastest growing grocery chains in the US,
《華爾街日報》深入探討品牌用來吸引消費者注意的驚人策略，從 Aldi 開始，它是美國最便宜和增長最快的連鎖超市之一，
thriving by doing more with less.
通過少花錢多辦事而蓬勃發展。
This half gallon of whole milk from Aldi costs $2.18, eggs, 1.87, bread, 1.29.
Aldi 的這半加侖全脂牛奶售價 2.18 美元，雞蛋 1.87 美元，麵包 1.29 美元。
Aldi is the fastest growing grocer by store count in the country, and its no-frills approach has also made it one of the cheapest.
Aldi 是全國按門市數量增長最快的超市，其簡約方式也使其成為最便宜的超市之一。
For the past decade, it's been growing at a rate of about 100 stores per year, and when an economic downturn hits, it thrives.
在過去十年中，它一直以每年約 100 家門市的速度增長，當經濟衰退來襲時，它反而蓬勃發展。
- It's about simplicity, and it's about efficiency, and it's about consistent experience all the time.
這是關於簡約，關於效率，關於始終如一的體驗。
- This is "The Economics of Aldi." So how does the company keep its prices so low?
這是「Aldi 的經濟學」。那麼這家公司如何保持如此低的價格？
Take its store setup.
看看它的門市設置。
- You walk in and the moment you step foot in our store, you can see all four walls.
你走進來，當你踏進我們門市的那一刻，你可以看到所有四面牆。
- Aldi's are typically around 12,000 square feet, about the same as a Trader Joe's, and much smaller than the average supermarket.
Aldi 的門市通常約 12,000 平方英尺，與 Trader Joe's 差不多，比一般超市小得多。
Operating a smaller space saves money when buying the property, on the lease and on utilities.
經營較小的空間在購買物業、租賃和水電費方面都能省錢。
allows us to operate a very efficient operation and that creates a lot of value.
讓我們能夠非常高效地運營，這創造了很多價值。
- To further its efficiency, Aldi doesn't have extra services, like a customer help desk, a fresh bakery or butcher, and its stocks significantly fewer products.
為了進一步提高效率，Aldi 沒有額外服務，如客戶服務臺、新鮮麵包店或肉舖，而且它的產品庫存明顯更少。
Supermarkets typically carry around 31,000 products.
超市通常有約 31,000 種產品。
Trader Joe's has about 4,000.
Trader Joe's 約有 4,000 種。
But Aldi stocks about 1,600.
但 Aldi 庫存約 1,600 種。
Often, there are just three to five employees on the sales floor, so having fewer items and leaving them in the boxes they were delivered in
通常，銷售區只有三到五名員工，所以商品較少，並將它們留在送貨時的箱子裡
means employees spend less time stocking shelves.
意味著員工花更少時間補貨。
These cost-cutting strategies are critical to Aldi's profit margin, and they're why the company is able to offer items that are cheaper than the national average.
這些削減成本的策略對 Aldi 的利潤率至關重要，這也是為什麼公司能夠提供低於全國平均價格的商品。
But they also serve another purpose.
但它們還有另一個目的。
They help maintain Aldi's image as a discount store.
它們有助於維持 Aldi 作為折扣店的形象。
Customers make compensatory inferences.
顧客會做出補償性推斷。
Basically, marketing experts say when people see an item's price, they quickly make assumptions about the product.
基本上，行銷專家說，當人們看到商品的價格時，他們會快速對產品做出假設。
If it's cheap, they may assume it's lower quality, which is why Aldi's no-frill strategy is so effective.
如果它便宜，他們可能會假設它的品質較低，這就是為什麼 Aldi 的簡約策略如此有效。
From the moment customers put quarters in their carts and walk into the store, they can see all the ways Aldi reduces cost.
從顧客把硬幣放進購物車並走進門市的那一刻起，他們就能看到 Aldi 降低成本的各種方式。
Marketing experts say these tactics all signal to the customer that milk, eggs and bread are cheaper at Aldi because of its efficiency rather than its quality.
行銷專家說，這些策略都向顧客傳達一個信號：Aldi 的牛奶、雞蛋和麵包更便宜是因為它的效率，而不是品質。
Though the results of its cost-cutting strategies aren't always popular with customers.
儘管其削減成本策略的結果並不總是受顧客歡迎。
In a survey of roughly 6,500 people, Aldi scored on par with or slightly lower than many of its peers in categories like store cleanliness and item availability.
在一項約 6,500 人的調查中，Aldi 在門市清潔度和商品可用性等類別中的得分與許多同業相當或略低。
But there's another key tactic grocers use to aid their low cost images.
但超市還有另一個關鍵策略來幫助他們建立低成本形象。
These are staple household products whose prices people often remember.
這些是人們經常記住價格的日常必需品。
As Aldi has expanded across the country, other grocers have reduced their prices in response, particularly on these types of items.
隨著 Aldi 在全國擴張，其他超市也相應降低了價格，特別是這類商品。
- When Aldi comes in, it prompts other retailers to look at their prices again and kind of, you know, surgically examine how to adjust what they sell and for how much.
當 Aldi 進入時，它促使其他零售商重新審視他們的價格，並在某種程度上，你知道，仔細檢查如何調整他們銷售的商品和價格。
- That's because when people see lower prices for staple goods, they infer that the business offers low prices all around.
這是因為當人們看到日常必需品的價格較低時，他們會推斷這家企業在所有商品上都提供低價。
And when it comes to value for dollar, Aldi ranked highest in the customer survey at 96%.
在性價比方面，Aldi 在客戶調查中排名最高，達到 96%。
But stores can only compete on price so much without hurting their profit margins.
但門市只能在價格上競爭到一定程度，而不會損害他們的利潤率。
So what does Aldi use other than price point to draw in customers?
那麼 Aldi 除了價格點之外，還用什麼來吸引顧客？
Its private label items.
它的自有品牌商品。
90% of Aldi's stock is private label.
Aldi 90% 的庫存是自有品牌。
Like its other strategies, this reduces cost for the company.
就像它的其他策略一樣，這降低了公司的成本。
- We take all of our buying power and we put it into the seven most popular or common salad dressings that a customer might buy.
我們把所有的購買力都投入到顧客可能購買的七種最受歡迎或最常見的沙拉醬中。
That allows us to deal directly with manufacturers and make sure that we get the best cost price.
這讓我們能夠直接與製造商打交道，並確保我們獲得最佳成本價。
- Analysts say that Trader Joe's uses private label items to differ from competitors by creating items that customers can only find there, like its Ube Mochi Pancake Mix
分析師說，Trader Joe's 使用自有品牌商品來與競爭對手區別，創造顧客只能在那裡找到的商品，比如它的紫薯麻糬鬆餅粉
and Butternut Squash Mac and Cheese.
和鬍桃南瓜通心粉和起司。
But at Aldi, you'll find private label items that look quite similar to the most well-known national brands.
但在 Aldi，你會發現自有品牌商品看起來與最知名的全國品牌非常相似。
Instead of Wheat Thins, Aldi has Thin Wheat.
Aldi 不是 Wheat Thins，而是 Thin Wheat。
According to analysts, this is because Aldi wants customers to think they're essentially getting the same product but at a significant discount.
根據分析師的說法，這是因為 Aldi 希望顧客認為他們基本上得到的是同樣的產品，但價格大幅折扣。
- There was a time when the perception was, you know, they're generic brand and, you know, they're just cheaper, but not as good as the national brands,
曾經有一段時間，人們認為，你知道，它們是通用品牌，你知道，它們只是更便宜，但不如全國品牌好，
and those days are over.
但那些日子已經過去了。
- As consumers felt the lasting impacts of inflation, sales of store brand products increased.
隨著消費者感受到通膨的持續影響，自有品牌產品的銷售額增加了。
From 2018 to 2022, there was a 34% increase in industry-wide private label sales totaling more than $57 billion.
從 2018 年到 2022 年，全行業自有品牌銷售額增長了 34%，總計超過 570 億美元。
- While some other grocers might have private label offerings, this is the existence of what we do.
雖然其他一些超市可能有自有品牌產品，但這是我們存在的意義。
- Aldi has thrived during recessions.
Aldi 在經濟衰退期間蓬勃發展。
The 2008 financial crisis sparked its growth and decision to add around 100 new stores per year.
2008 年的金融危機引發了它的增長，並決定每年增加約 100 家新門市。
- What was really interesting is we never lost any of those customers.
真正有趣的是，我們從未失去任何這些顧客。
And as the economy improved and we had a really long run of economic improvement, Aldi grew throughout that entire period of time.
隨著經濟改善，我們經歷了很長一段經濟改善期，Aldi 在整個時期都在增長。
- And now as inflation drains Americans' wallets, Aldi continues to grow.
現在，隨著通膨掏空美國人的錢包，Aldi 繼續增長。
- In the beginning, that was sort of their target audience, people who, you know, wanted bargains and wanted to buy food for low prices.
一開始，那是他們的目標受眾，你知道，那些想要便宜貨並想以低價購買食物的人。
But in recent years, I think they've really expanded that audience to also go after people who want convenience shopping, who want the necessities and wanna be in and out of stores.
但近年來，我認為他們真的擴大了這個受眾，也瞄準那些想要便利購物、想要必需品並想快速進出門市的人。
- Meal kit companies set out to disrupt grocery stores and change the way we cook at home.
餐盒公司開始顛覆超市，改變我們在家做飯的方式。
Now, there's 382 of them in the US, almost a 3,000% increase from a decade ago when there were just 13.
現在，美國有 382 家，比十年前只有 13 家時增長了近 3,000%。
Despite industry-wide growth, the meal kit model faces an obstacle.
儘管全行業都在增長，但餐盒模式面臨一個障礙。
Of all the people who tried one of five major meal delivery services in 2022, about 90% canceled their subscription by the end of the year.
在 2022 年嘗試過五大餐點配送服務之一的所有人中，約 90% 在年底前取消了訂閱。
- Human behavior is very fickle, especially when it comes to food and beverage.
人類行為非常善變，尤其是在食物和飲料方面。
- And now Blue Apron, one of the earliest players, is selling.
現在 Blue Apron，最早的參與者之一，正在出售。
This is "The Economics of Meal Kits." This graph shows the share of sales in the US between the major meal kit companies in 2022.
這是「餐盒的經濟學」。這張圖表顯示了 2022 年美國主要餐盒公司之間的銷售份額。
Sunbasket and Marley Spoon Inc. have 2% and 3%.
Sunbasket 和 Marley Spoon Inc. 分別有 2% 和 3%。
Blue Apron and Home Chef took 6% and 12% while HelloFresh and its subsidiaries ate up 78%.
Blue Apron 和 Home Chef 分別佔 6% 和 12%，而 HelloFresh 及其子公司佔據了 78%。
But no matter their size, many of these companies use the same key ingredients to find and keep customers: price point, convenience, and variety.
但無論規模大小，這些公司中的許多都使用相同的關鍵要素來尋找和留住顧客：價格點、便利性和多樣性。
First, get the customer.
首先，獲得顧客。
Meal kit companies focus a lot on the price per meal.
餐盒公司非常關注每餐的價格。
- Here's how I make fancy meals for under $5.
這是我如何以不到 5 美元的價格製作精緻餐點。
- Get a $1.49 per meal.
每餐只需 1.49 美元。
- Our biggest competitor are the offline grocers.
我們最大的競爭對手是線下超市。
- Which is why HelloFresh and Home Chef say it's cheaper to buy meal kits than to buy groceries.
這就是為什麼 HelloFresh 和 Home Chef 說買餐盒比買雜貨更便宜。
- Wherever you source the ingredients to do home cooking from scratch yourself, that's our competition in some way.
無論你在哪裡採購食材來自己從頭開始做飯，在某種程度上這就是我們的競爭。
- But what makes that possible?
但什麼讓這成為可能？
- It's all about economies of scale.
這完全是關於規模經濟。
- Brian Choi has done market research on the food and beverage industry for 15 years, and he says that when it comes to keeping prices low
Brian Choi 已經在食品和飲料行業做了 15 年的市場研究，他說在保持低價方面
for the consumer, grocery stores have an advantage over most meal kit companies because of the volume of product they handle daily.
對消費者來說，超市比大多數餐盒公司有優勢，因為它們每天處理的產品量很大。
But similarly, the meal kit companies that are best positioned to offer the lowest price point for consumers are the biggest ones, like HelloFresh.
但同樣，最能為消費者提供最低價格點的餐盒公司是最大的公司，比如 HelloFresh。
- Economies of scale allow us to get better pricing to get a better margin on the product and then to reinvest parts of that margin
規模經濟讓我們能夠獲得更好的定價，在產品上獲得更好的利潤，然後將部分利潤再投資
either into a better customer experience or into lower pricing, - Which means that at times the company can compete on price with grocers, but on a per meal basis,
要麼用於更好的客戶體驗，要麼用於更低的定價，這意味著有時公司可以在價格上與超市競爭，但按每餐計算，
buying the ingredients yourself from a grocery store still tends to be cheaper, especially considering that you can always buy fewer ingredients or go for cheaper options,
你自己從超市購買食材仍然往往更便宜，特別是考慮到你總是可以買更少的食材或選擇更便宜的選項，
whereas the minimum you could spend on HelloFresh and Blue Apron in a week is $60.95.
而你在 HelloFresh 和 Blue Apron 一週的最低消費是 60.95 美元。
$12.49 cents per meal, at least before discounts.
每餐 12.49 美分，至少折扣前是這樣。
- It's sometimes hard to get people over the purchase barrier.
有時很難讓人克服購買障礙。
That's why incentives are a key part of our marketing or growth playbook.
這就是為什麼激勵措施是我們行銷或增長策略的關鍵部分。
For every dollar that we spend on getting that group of customers, it takes us about six months to actually earn that dollar that we invested back.
我們在獲得那群顧客上花費的每一美元，需要大約六個月才能真正賺回我們投資的那一美元。
- Which makes the next step all the more important: keeping the customer.
這使得下一步更加重要：留住顧客。
These are the customer retention rates for the same five meal kit companies in 2022.
這是 2022 年同樣五家餐盒公司的客戶保留率。
In less than a year, they all lost the vast majority of the new customers that bought their first meal kits in January.
在不到一年的時間裡，他們都失去了在一月份購買第一批餐盒的絕大多數新顧客。
One possible reason everyone drops off: the discounts.
每個人退出的可能原因：折扣。
- They're doing their own mental calculus.
他們在做自己的心理計算。
They're like, "Wow, $12 meal is very different from the $4, you know, based on the promotional rate." - When you introduce a product to someone at a severe discount, you may get more people
他們會想：「哇，12 美元的餐點與 4 美元非常不同，你知道，基於促銷價格。」當你以大幅折扣向某人介紹產品時，你可能會吸引更多人
to try it, but when the discount goes away and they have to pay full price, it may not be worth that new price to them.
嘗試它，但當折扣消失，他們必須支付全價時，對他們來說可能不值得那個新價格。
- One thing about the American consumer is they don't like dramatic change in prices.
美國消費者的一個特點是他們不喜歡價格的劇烈變化。
- So how do companies get retention rates up?
那麼公司如何提高保留率？
One way is to offer the discounts again and hope that they entice customers to return, and another is to add more convenience and variety.
一種方法是再次提供折扣，希望它們能吸引顧客回來，另一種方法是增加更多便利性和多樣性。
- The biggest value proposition is the convenience.
最大的價值主張是便利性。
- The big thing meal kits offer to consumers is a convenient way to cook at home.
餐盒向消費者提供的主要好處是在家做飯的便利方式。
They ship to your door and give you pre-portioned ingredients for relatively simple recipes.
它們送到你家門口，並為相對簡單的食譜提供預先分好的食材。
- But when you stack that versus the other options that are available for consumers, the collective value proposition has diminished significantly.
但當你將它與消費者可用的其他選項相比時，集體價值主張已經大幅下降。
- With restaurants and grocery stores offering delivery to your door, it's hard for meal kits to offer a unique convenience to customers and getting pre-portioned ingredients may be more convenient
隨著餐廳和超市提供送貨上門服務，餐盒很難為顧客提供獨特的便利性，獲得預先分好的食材可能更方便
if you want to cook for yourself, but Americans only cook an average of 4.5 meals at home per week.
如果你想自己做飯，但美國人平均每週只在家做 4.5 餐。
But companies across the meal kit industry are expanding their offerings, and one of the common ones isn't a meal kit at all.
但整個餐盒行業的公司都在擴展他們的產品，其中一個常見的產品根本不是餐盒。
It's just pre-made meals.
只是預製餐點。
- Factor has chefs cook meals for you and then they deliver them fresh to your house.
Factor 有廚師為你做飯，然後他們將新鮮的餐點送到你家。
- They have oven ready meals with everything included and fast and fresh meals that can be done in 15 minutes.
他們有烤箱即食餐點，包含所有東西，還有可以在 15 分鐘內完成的快速新鮮餐點。
- As you grow your customer base and you grow your assortment, you also tend to give customers a lot more choice.
隨著你擴大客戶群和產品種類，你也傾向於給顧客更多選擇。
- And more choice means you're more likely to get customers to spend more with your company.
更多選擇意味著你更有可能讓顧客在你的公司花更多錢。
But it's yet to be seen how much these new offerings will increase retention rates across meal kit companies.
但這些新產品能在多大程度上提高餐盒公司的保留率還有待觀察。
Plus, retention rates aren't everything.
此外，保留率並不是一切。
Looking back at this chart, Blue Apron sits slightly above the rest, which Choi says may be because it offers slightly more options and customization.
回顧這張圖表，Blue Apron 略高於其他公司，Choi 說這可能是因為它提供稍多的選項和客製化。
But Blue Apron's revenue has declined greatly since 2017.
但 Blue Apron 的收入自 2017 年以來大幅下降。
Both HelloFresh and Blue Apron got off the ground by raising hundreds of millions of dollars in funding.
HelloFresh 和 Blue Apron 都是通過籌集數億美元的資金起步的。
In 2017, they both went public.
2017 年，他們都上市了。
Then their paths split.
然後他們的路徑分開了。
Blue Apron's revenue has slowly declined with just a slight increase during the industry's pandemic boom.
Blue Apron 的收入緩慢下降，只在行業的疫情繁榮期間略有增長。
點擊句子跳轉到對應位置
- Hyper-local regional specialties, no-frill shopping layouts and updated drive-through models.
超本地化的區域特色、簡約的購物佈局和更新的得來速模式。
These are just a few business strategies driving some of the most talked about companies today.
這些只是推動一些當今最受關注公司的幾種商業策略。
"The Wall Street Journal" dives into the surprising tactics brands use to capture consumer attention, starting with Aldi, one of the cheapest and fastest growing grocery chains in the US,
《華爾街日報》深入探討品牌用來吸引消費者注意的驚人策略，從 Aldi 開始，它是美國最便宜和增長最快的連鎖超市之一，
thriving by doing more with less.
通過少花錢多辦事而蓬勃發展。
This half gallon of whole milk from Aldi costs $2.18, eggs, 1.87, bread, 1.29.
Aldi 的這半加侖全脂牛奶售價 2.18 美元，雞蛋 1.87 美元，麵包 1.29 美元。
Aldi is the fastest growing grocer by store count in the country, and its no-frills approach has also made it one of the cheapest.
Aldi 是全國按門市數量增長最快的超市，其簡約方式也使其成為最便宜的超市之一。
For the past decade, it's been growing at a rate of about 100 stores per year, and when an economic downturn hits, it thrives.
在過去十年中，它一直以每年約 100 家門市的速度增長，當經濟衰退來襲時，它反而蓬勃發展。
- It's about simplicity, and it's about efficiency, and it's about consistent experience all the time.
這是關於簡約，關於效率，關於始終如一的體驗。
- This is "The Economics of Aldi." So how does the company keep its prices so low?
這是「Aldi 的經濟學」。那麼這家公司如何保持如此低的價格？
Take its store setup.
看看它的門市設置。
- You walk in and the moment you step foot in our store, you can see all four walls.
你走進來，當你踏進我們門市的那一刻，你可以看到所有四面牆。
- Aldi's are typically around 12,000 square feet, about the same as a Trader Joe's, and much smaller than the average supermarket.
Aldi 的門市通常約 12,000 平方英尺，與 Trader Joe's 差不多，比一般超市小得多。
Operating a smaller space saves money when buying the property, on the lease and on utilities.
經營較小的空間在購買物業、租賃和水電費方面都能省錢。
allows us to operate a very efficient operation and that creates a lot of value.
讓我們能夠非常高效地運營，這創造了很多價值。
- To further its efficiency, Aldi doesn't have extra services, like a customer help desk, a fresh bakery or butcher, and its stocks significantly fewer products.
為了進一步提高效率，Aldi 沒有額外服務，如客戶服務臺、新鮮麵包店或肉舖，而且它的產品庫存明顯更少。
Supermarkets typically carry around 31,000 products.
超市通常有約 31,000 種產品。
Trader Joe's has about 4,000.
Trader Joe's 約有 4,000 種。
But Aldi stocks about 1,600.
但 Aldi 庫存約 1,600 種。
Often, there are just three to five employees on the sales floor, so having fewer items and leaving them in the boxes they were delivered in
通常，銷售區只有三到五名員工，所以商品較少，並將它們留在送貨時的箱子裡
means employees spend less time stocking shelves.
意味著員工花更少時間補貨。
These cost-cutting strategies are critical to Aldi's profit margin, and they're why the company is able to offer items that are cheaper than the national average.
這些削減成本的策略對 Aldi 的利潤率至關重要，這也是為什麼公司能夠提供低於全國平均價格的商品。
But they also serve another purpose.
但它們還有另一個目的。
They help maintain Aldi's image as a discount store.
它們有助於維持 Aldi 作為折扣店的形象。
Customers make compensatory inferences.
顧客會做出補償性推斷。
Basically, marketing experts say when people see an item's price, they quickly make assumptions about the product.
基本上，行銷專家說，當人們看到商品的價格時，他們會快速對產品做出假設。
If it's cheap, they may assume it's lower quality, which is why Aldi's no-frill strategy is so effective.
如果它便宜，他們可能會假設它的品質較低，這就是為什麼 Aldi 的簡約策略如此有效。
From the moment customers put quarters in their carts and walk into the store, they can see all the ways Aldi reduces cost.
從顧客把硬幣放進購物車並走進門市的那一刻起，他們就能看到 Aldi 降低成本的各種方式。
Marketing experts say these tactics all signal to the customer that milk, eggs and bread are cheaper at Aldi because of its efficiency rather than its quality.
行銷專家說，這些策略都向顧客傳達一個信號：Aldi 的牛奶、雞蛋和麵包更便宜是因為它的效率，而不是品質。
Though the results of its cost-cutting strategies aren't always popular with customers.
儘管其削減成本策略的結果並不總是受顧客歡迎。
In a survey of roughly 6,500 people, Aldi scored on par with or slightly lower than many of its peers in categories like store cleanliness and item availability.
在一項約 6,500 人的調查中，Aldi 在門市清潔度和商品可用性等類別中的得分與許多同業相當或略低。
But there's another key tactic grocers use to aid their low cost images.
但超市還有另一個關鍵策略來幫助他們建立低成本形象。
These are staple household products whose prices people often remember.
這些是人們經常記住價格的日常必需品。
As Aldi has expanded across the country, other grocers have reduced their prices in response, particularly on these types of items.
隨著 Aldi 在全國擴張，其他超市也相應降低了價格，特別是這類商品。
- When Aldi comes in, it prompts other retailers to look at their prices again and kind of, you know, surgically examine how to adjust what they sell and for how much.
當 Aldi 進入時，它促使其他零售商重新審視他們的價格，並在某種程度上，你知道，仔細檢查如何調整他們銷售的商品和價格。
- That's because when people see lower prices for staple goods, they infer that the business offers low prices all around.
這是因為當人們看到日常必需品的價格較低時，他們會推斷這家企業在所有商品上都提供低價。
And when it comes to value for dollar, Aldi ranked highest in the customer survey at 96%.
在性價比方面，Aldi 在客戶調查中排名最高，達到 96%。
But stores can only compete on price so much without hurting their profit margins.
但門市只能在價格上競爭到一定程度，而不會損害他們的利潤率。
So what does Aldi use other than price point to draw in customers?
那麼 Aldi 除了價格點之外，還用什麼來吸引顧客？
Its private label items.
它的自有品牌商品。
90% of Aldi's stock is private label.
Aldi 90% 的庫存是自有品牌。
Like its other strategies, this reduces cost for the company.
就像它的其他策略一樣，這降低了公司的成本。
- We take all of our buying power and we put it into the seven most popular or common salad dressings that a customer might buy.
我們把所有的購買力都投入到顧客可能購買的七種最受歡迎或最常見的沙拉醬中。
That allows us to deal directly with manufacturers and make sure that we get the best cost price.
這讓我們能夠直接與製造商打交道，並確保我們獲得最佳成本價。
- Analysts say that Trader Joe's uses private label items to differ from competitors by creating items that customers can only find there, like its Ube Mochi Pancake Mix
分析師說，Trader Joe's 使用自有品牌商品來與競爭對手區別，創造顧客只能在那裡找到的商品，比如它的紫薯麻糬鬆餅粉
and Butternut Squash Mac and Cheese.
和鬍桃南瓜通心粉和起司。
But at Aldi, you'll find private label items that look quite similar to the most well-known national brands.
但在 Aldi，你會發現自有品牌商品看起來與最知名的全國品牌非常相似。
Instead of Wheat Thins, Aldi has Thin Wheat.
Aldi 不是 Wheat Thins，而是 Thin Wheat。
According to analysts, this is because Aldi wants customers to think they're essentially getting the same product but at a significant discount.
根據分析師的說法，這是因為 Aldi 希望顧客認為他們基本上得到的是同樣的產品，但價格大幅折扣。
- There was a time when the perception was, you know, they're generic brand and, you know, they're just cheaper, but not as good as the national brands,
曾經有一段時間，人們認為，你知道，它們是通用品牌，你知道，它們只是更便宜，但不如全國品牌好，
and those days are over.
但那些日子已經過去了。
- As consumers felt the lasting impacts of inflation, sales of store brand products increased.
隨著消費者感受到通膨的持續影響，自有品牌產品的銷售額增加了。
From 2018 to 2022, there was a 34% increase in industry-wide private label sales totaling more than $57 billion.
從 2018 年到 2022 年，全行業自有品牌銷售額增長了 34%，總計超過 570 億美元。
- While some other grocers might have private label offerings, this is the existence of what we do.
雖然其他一些超市可能有自有品牌產品，但這是我們存在的意義。
- Aldi has thrived during recessions.
Aldi 在經濟衰退期間蓬勃發展。
The 2008 financial crisis sparked its growth and decision to add around 100 new stores per year.
2008 年的金融危機引發了它的增長，並決定每年增加約 100 家新門市。
- What was really interesting is we never lost any of those customers.
真正有趣的是，我們從未失去任何這些顧客。
And as the economy improved and we had a really long run of economic improvement, Aldi grew throughout that entire period of time.
隨著經濟改善，我們經歷了很長一段經濟改善期，Aldi 在整個時期都在增長。
- And now as inflation drains Americans' wallets, Aldi continues to grow.
現在，隨著通膨掏空美國人的錢包，Aldi 繼續增長。
- In the beginning, that was sort of their target audience, people who, you know, wanted bargains and wanted to buy food for low prices.
一開始，那是他們的目標受眾，你知道，那些想要便宜貨並想以低價購買食物的人。
But in recent years, I think they've really expanded that audience to also go after people who want convenience shopping, who want the necessities and wanna be in and out of stores.
但近年來，我認為他們真的擴大了這個受眾，也瞄準那些想要便利購物、想要必需品並想快速進出門市的人。
- Meal kit companies set out to disrupt grocery stores and change the way we cook at home.
餐盒公司開始顛覆超市，改變我們在家做飯的方式。
Now, there's 382 of them in the US, almost a 3,000% increase from a decade ago when there were just 13.
現在，美國有 382 家，比十年前只有 13 家時增長了近 3,000%。
Despite industry-wide growth, the meal kit model faces an obstacle.
儘管全行業都在增長，但餐盒模式面臨一個障礙。
Of all the people who tried one of five major meal delivery services in 2022, about 90% canceled their subscription by the end of the year.
在 2022 年嘗試過五大餐點配送服務之一的所有人中，約 90% 在年底前取消了訂閱。
- Human behavior is very fickle, especially when it comes to food and beverage.
人類行為非常善變，尤其是在食物和飲料方面。
- And now Blue Apron, one of the earliest players, is selling.
現在 Blue Apron，最早的參與者之一，正在出售。
This is "The Economics of Meal Kits." This graph shows the share of sales in the US between the major meal kit companies in 2022.
這是「餐盒的經濟學」。這張圖表顯示了 2022 年美國主要餐盒公司之間的銷售份額。
Sunbasket and Marley Spoon Inc. have 2% and 3%.
Sunbasket 和 Marley Spoon Inc. 分別有 2% 和 3%。
Blue Apron and Home Chef took 6% and 12% while HelloFresh and its subsidiaries ate up 78%.
Blue Apron 和 Home Chef 分別佔 6% 和 12%，而 HelloFresh 及其子公司佔據了 78%。
But no matter their size, many of these companies use the same key ingredients to find and keep customers: price point, convenience, and variety.
但無論規模大小，這些公司中的許多都使用相同的關鍵要素來尋找和留住顧客：價格點、便利性和多樣性。
First, get the customer.
首先，獲得顧客。
Meal kit companies focus a lot on the price per meal.
餐盒公司非常關注每餐的價格。
- Here's how I make fancy meals for under $5.
這是我如何以不到 5 美元的價格製作精緻餐點。
- Get a $1.49 per meal.
每餐只需 1.49 美元。
- Our biggest competitor are the offline grocers.
我們最大的競爭對手是線下超市。
- Which is why HelloFresh and Home Chef say it's cheaper to buy meal kits than to buy groceries.
這就是為什麼 HelloFresh 和 Home Chef 說買餐盒比買雜貨更便宜。
- Wherever you source the ingredients to do home cooking from scratch yourself, that's our competition in some way.
無論你在哪裡採購食材來自己從頭開始做飯，在某種程度上這就是我們的競爭。
- But what makes that possible?
但什麼讓這成為可能？
- It's all about economies of scale.
這完全是關於規模經濟。
- Brian Choi has done market research on the food and beverage industry for 15 years, and he says that when it comes to keeping prices low
Brian Choi 已經在食品和飲料行業做了 15 年的市場研究，他說在保持低價方面
for the consumer, grocery stores have an advantage over most meal kit companies because of the volume of product they handle daily.
對消費者來說，超市比大多數餐盒公司有優勢，因為它們每天處理的產品量很大。
But similarly, the meal kit companies that are best positioned to offer the lowest price point for consumers are the biggest ones, like HelloFresh.
但同樣，最能為消費者提供最低價格點的餐盒公司是最大的公司，比如 HelloFresh。
- Economies of scale allow us to get better pricing to get a better margin on the product and then to reinvest parts of that margin
規模經濟讓我們能夠獲得更好的定價，在產品上獲得更好的利潤，然後將部分利潤再投資
either into a better customer experience or into lower pricing, - Which means that at times the company can compete on price with grocers, but on a per meal basis,
要麼用於更好的客戶體驗，要麼用於更低的定價，這意味著有時公司可以在價格上與超市競爭，但按每餐計算，
buying the ingredients yourself from a grocery store still tends to be cheaper, especially considering that you can always buy fewer ingredients or go for cheaper options,
你自己從超市購買食材仍然往往更便宜，特別是考慮到你總是可以買更少的食材或選擇更便宜的選項，
whereas the minimum you could spend on HelloFresh and Blue Apron in a week is $60.95.
而你在 HelloFresh 和 Blue Apron 一週的最低消費是 60.95 美元。
$12.49 cents per meal, at least before discounts.
每餐 12.49 美分，至少折扣前是這樣。
- It's sometimes hard to get people over the purchase barrier.
有時很難讓人克服購買障礙。
That's why incentives are a key part of our marketing or growth playbook.
這就是為什麼激勵措施是我們行銷或增長策略的關鍵部分。
For every dollar that we spend on getting that group of customers, it takes us about six months to actually earn that dollar that we invested back.
我們在獲得那群顧客上花費的每一美元，需要大約六個月才能真正賺回我們投資的那一美元。
- Which makes the next step all the more important: keeping the customer.
這使得下一步更加重要：留住顧客。
These are the customer retention rates for the same five meal kit companies in 2022.
這是 2022 年同樣五家餐盒公司的客戶保留率。
In less than a year, they all lost the vast majority of the new customers that bought their first meal kits in January.
在不到一年的時間裡，他們都失去了在一月份購買第一批餐盒的絕大多數新顧客。
One possible reason everyone drops off: the discounts.
每個人退出的可能原因：折扣。
- They're doing their own mental calculus.
他們在做自己的心理計算。
They're like, "Wow, $12 meal is very different from the $4, you know, based on the promotional rate." - When you introduce a product to someone at a severe discount, you may get more people
他們會想：「哇，12 美元的餐點與 4 美元非常不同，你知道，基於促銷價格。」當你以大幅折扣向某人介紹產品時，你可能會吸引更多人
to try it, but when the discount goes away and they have to pay full price, it may not be worth that new price to them.
嘗試它，但當折扣消失，他們必須支付全價時，對他們來說可能不值得那個新價格。
- One thing about the American consumer is they don't like dramatic change in prices.
美國消費者的一個特點是他們不喜歡價格的劇烈變化。
- So how do companies get retention rates up?
那麼公司如何提高保留率？
One way is to offer the discounts again and hope that they entice customers to return, and another is to add more convenience and variety.
一種方法是再次提供折扣，希望它們能吸引顧客回來，另一種方法是增加更多便利性和多樣性。
- The biggest value proposition is the convenience.
最大的價值主張是便利性。
- The big thing meal kits offer to consumers is a convenient way to cook at home.
餐盒向消費者提供的主要好處是在家做飯的便利方式。
They ship to your door and give you pre-portioned ingredients for relatively simple recipes.
它們送到你家門口，並為相對簡單的食譜提供預先分好的食材。
- But when you stack that versus the other options that are available for consumers, the collective value proposition has diminished significantly.
但當你將它與消費者可用的其他選項相比時，集體價值主張已經大幅下降。
- With restaurants and grocery stores offering delivery to your door, it's hard for meal kits to offer a unique convenience to customers and getting pre-portioned ingredients may be more convenient
隨著餐廳和超市提供送貨上門服務，餐盒很難為顧客提供獨特的便利性，獲得預先分好的食材可能更方便
if you want to cook for yourself, but Americans only cook an average of 4.5 meals at home per week.
如果你想自己做飯，但美國人平均每週只在家做 4.5 餐。
But companies across the meal kit industry are expanding their offerings, and one of the common ones isn't a meal kit at all.
但整個餐盒行業的公司都在擴展他們的產品，其中一個常見的產品根本不是餐盒。
It's just pre-made meals.
只是預製餐點。
- Factor has chefs cook meals for you and then they deliver them fresh to your house.
Factor 有廚師為你做飯，然後他們將新鮮的餐點送到你家。
- They have oven ready meals with everything included and fast and fresh meals that can be done in 15 minutes.
他們有烤箱即食餐點，包含所有東西，還有可以在 15 分鐘內完成的快速新鮮餐點。
- As you grow your customer base and you grow your assortment, you also tend to give customers a lot more choice.
隨著你擴大客戶群和產品種類，你也傾向於給顧客更多選擇。
- And more choice means you're more likely to get customers to spend more with your company.
更多選擇意味著你更有可能讓顧客在你的公司花更多錢。
But it's yet to be seen how much these new offerings will increase retention rates across meal kit companies.
但這些新產品能在多大程度上提高餐盒公司的保留率還有待觀察。
Plus, retention rates aren't everything.
此外，保留率並不是一切。
Looking back at this chart, Blue Apron sits slightly above the rest, which Choi says may be because it offers slightly more options and customization.
回顧這張圖表，Blue Apron 略高於其他公司，Choi 說這可能是因為它提供稍多的選項和客製化。
But Blue Apron's revenue has declined greatly since 2017.
但 Blue Apron 的收入自 2017 年以來大幅下降。
Both HelloFresh and Blue Apron got off the ground by raising hundreds of millions of dollars in funding.
HelloFresh 和 Blue Apron 都是通過籌集數億美元的資金起步的。
In 2017, they both went public.
2017 年，他們都上市了。
Then their paths split.
然後他們的路徑分開了。
Blue Apron's revenue has slowly declined with just a slight increase during the industry's pandemic boom.
Blue Apron 的收入緩慢下降，只在行業的疫情繁榮期間略有增長。