{"id":27019,"date":"2018-06-18T19:01:48","date_gmt":"2018-06-18T19:01:48","guid":{"rendered":"https:\/\/www.retaildetail.be\/food\/un-nouveau-plan-commercial-pour-reanimer-makro\/"},"modified":"2018-06-18T19:01:48","modified_gmt":"2018-06-18T19:01:48","slug":"un-nouveau-plan-commercial-pour-reanimer-makro","status":"publish","type":"post","link":"https:\/\/www.retaildetail.be\/fr\/news\/food\/un-nouveau-plan-commercial-pour-reanimer-makro\/","title":{"rendered":"Un nouveau plan commercial pour r\u00e9animer Makro"},"content":{"rendered":"

Gr\u00e2ce \u00e0 une offre professionnelle et de grands emballages, Makro <\/strong>entend inciter plus de clients \u00e0 acheter davantage.\u00a0En outre, le service envers la client\u00e8le locale sera am\u00e9lior\u00e9. Mais le temps presse : fin 2019 le redressement devra \u00eatre visible.<\/p>\n

<\/p>\n

Une ann\u00e9e cruciale<\/h2>\n

Malgr\u00e9 les lourdes pertes, il n\u2019y aura donc pas de restructuration chez Makro, comme le craignaient les syndicats<\/a>. Une nouvelle strat\u00e9gie commerciale doit relancer l\u2019entreprise, qui effectivement est aux soins intensifs, admet le CEO Vincent Nolf. Le chiffre d\u2019affaires a chut\u00e9 de 567 millions d\u2019euros en 2015 \u00e0 482 millions d\u2019euros en 2007 et\u00a0 l\u2019an dernier la perte a atteint 25 millions d\u2019euros. La r\u00e9orientation strat\u00e9gique lors de la restructuration de 2016 <\/a>n\u2019a pas r\u00e9pondu aux attentes. Depuis 2011 la cha\u00eene perd environ 5% de clients par an \u2013 principalement des clients venant de plus loin.<\/p>\n

\nIl y a urgence. \u00ab 2019 sera une ann\u00e9e cruciale. Nous devons redonner \u00e0 nos clients de bonnes raisons de venir chez Makro. \u00bb Pour inverser la tendance le CEO formule trois objectifs : attirer 45.000 nouveaux clients par an, augmenter la fr\u00e9quence des visites et inciter les clients \u00e0 acheter davantage. Pour ce faire, l\u2019enseigne cash & carry mise sur ses points forts historiques, son ADN.<\/p>\n

\n\u00ab Achetez comme un pro \u00bb<\/h2>\n

La combinaison unique entre les clients professionnels et les consommateurs finaux notamment offre des possibilit\u00e9s. \u00ab Buy like a pro \u00bb, telle est la nouvelle devise. Chez Makro les consommateurs ont acc\u00e8s \u00e0 un assortiment qui g\u00e9n\u00e9ralement est r\u00e9serv\u00e9 exclusivement aux professionnels. Ceci constituera le levier de la diff\u00e9renciation. Le retailer se concentrera sur trois groupes-cibles.<\/p>\n

\nTout d\u2019abord les foodies, qui chez Makro pourront faire leurs achats comme de vrais chefs cuisiniers. \u00ab En Belgique il y a quelque 400.000 cuisiniers-amateurs, c\u2019est donc une client\u00e8le int\u00e9ressante. \u00bb D\u00e8s lors une plus grande partie de l\u2019assortiment de Metro sera disponible chez Makro. \u00ab Nous avons un assortiment poisson que vous ne trouverez nulle part ailleurs. \u00bb Toutefois une telle approche a aussi ses limites. \u00ab Nous ne mettrons jamais l\u2019assortiment de vin de Metro \u00e0\u00a0 disposition du grand public, car nos clients du secteur horeca n\u2019appr\u00e9cieraient gu\u00e8re. \u00bb<\/p>\n

\nLe deuxi\u00e8me groupe vis\u00e9 par Nolf sont les associations, telles que les \u00e9coles et les mouvements de jeunesse qui organisent r\u00e9guli\u00e8rement des f\u00eates. \u00ab Nous les avons d\u00e9\u00e7us, en r\u00e9duisant notre assortiment et en supprimant les grands emballages. Songez aux tomates pel\u00e9es vendues dans des emballages de 5 kg. \u00bb<\/p>\n

\nLe troisi\u00e8me groupe-cible est celui des bricoleurs : les \u2018drive-in\u2019 proposant des mat\u00e9riaux de construction et des \u00e9quipements de jardin affichent une croissance \u00e0 deux chiffres. L\u00e0 aussi l\u2019offre professionnelle est un atout.<\/p>\n

\nBack to the future<\/h2>\n

Les grands conditionnements r\u00e9appara\u00eetront donc dans les rayons. \u00ab \u2018Back to the future\u2019 en quelque sorte. Cela n\u2019attirera peut-\u00eatre pas de nouveaux clients, mais cela nous permettra d\u2019augmenter le panier moyen \u00bb, explique Nolf. Par contre, ce sont les produits professionnels qui devront attirer une nouvelle client\u00e8le, comme les cuisiniers-amateurs par exemple, qui jusqu\u2019\u00e0 pr\u00e9sent n\u2019allaient pas chez Makro.<\/p>\n

\nA noter \u00e9galement que le retailer souhaite am\u00e9liorer le service envers sa client\u00e8le locale pour les courses quotidiennes. La proximit\u00e9 comme atout pour Makro ? \u00ab Chez nous aussi, il est possible de faire ses courses en 15 minutes. Dans notre magasins de Deurne, notre ‘lab store\u2019 nous testons un circuit rapide pour l\u2019alimentaire et des caisses express. Nous avons des boulangers artisanaux dans tous nos magasins. Nous proposons des emballages plus petits au rayon ultra-frais, comme des steaks emball\u00e9s par deux, par exemple. \u00bb De plus l\u2019offre sera adapt\u00e9e au niveau local. \u00ab A Lodelinsart 40% de la population est d\u2019origine italienne. Nous avons donc envoy\u00e9 une \u00e9quipe en Italie pour y faire une s\u00e9lection parmi les produits de la marque maison Metro Italia : mortadella et mozzarella dans toutes les vari\u00e9t\u00e9s possibles, une alternative avantageuse d\u2019Aperol sous marque propre, \u2026 \u00bb.<\/p>\n

\nContinuit\u00e9<\/h2>\n

Mais cela suffira-t-il \u00e0 inverser la tendance ? Nolf y croit : \u00ab La marque Makro reste tr\u00e8s appr\u00e9ci\u00e9e par les consommateurs belges, le \u2018net promoter score\u2019 en t\u00e9moigne. Pr\u00e9cisons \u00e9galement que nous avons \u00e9labor\u00e9 ce plan avec nos collaborateurs. C\u2019est une garantie pour l\u2019impl\u00e9mentation. Les actionnaires nous donnent les moyens : une injection de capital est pr\u00e9vue et le budget marketing augmentera de 20%. Nous allons renforcer la communication et adapter le folder. \u00bb<\/p>\n

\nMakro b\u00e9n\u00e9ficie donc d\u2019un petit r\u00e9pit, mais les r\u00e9sultats devront suivre rapidement, car d\u2019ici fin 2019 le redressement doit \u00eatre visible. Le CEO ne pr\u00e9voit pas de break-even avant trois ans. Toutefois supprimer Makro ne serait pas une option, car cela aurait un s\u00e9rieux impact sur Metro, le grossiste d\u00e9di\u00e9 \u00e0 l\u2019horeca, qui lui par contre g\u00e9n\u00e8re de la croissance et du b\u00e9n\u00e9fice. \u00ab Nous misons sur la continuit\u00e9. Les deux cha\u00eenes se renforcent mutuellement et ont besoin l\u2019une de l\u2019autre. \u00bb<\/p>\n

\u00a0<\/p>\n","protected":false},"excerpt":{"rendered":"

Gr\u00e2ce \u00e0 une offre professionnelle et de grands emballages, Makro entend inciter plus de clients \u00e0 acheter davantage.\u00a0En outre, le service envers la client\u00e8le locale sera am\u00e9lior\u00e9. Mais le temps presse : fin 2019 le redressement devra \u00eatre visible. Une ann\u00e9e cruciale Malgr\u00e9 les lourdes pertes, il n\u2019y aura donc pas de restructuration chez Makro, […]<\/p>\n","protected":false},"author":1,"featured_media":27016,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[24],"tags":[],"people":[],"extra":[],"company":[],"topic":[],"region":[],"class_list":["post-27019","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-food"],"acf":[],"yoast_head":"\nUn nouveau plan commercial pour r\u00e9animer Makro - RetailDetail BE<\/title>\n<meta name=\"description\" content=\"Gr\u00e2ce \u00e0 une offre professionnelle et de grands emballages, Makro entend inciter plus de clients \u00e0 acheter davantage. En outre, le service envers la client\u00e8le locale sera am\u00e9lior\u00e9. 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