統一超整合集團實體店資源與數位轉型並行
2home.co 楊惟雯
超商雙雄的第一季財報，出現罕見的「統一超獲利衰退，全家營收、獲利、EPS（每股盈餘）卻創歷史新高」現象。為何超商老大、老二竟出現兩樣情？
截至今年5月底，統一超小金雞菲律賓7-Eleven的展店數已達台灣總店數一半；今年以來受疫情衝擊，在當地實施封城措施下，有高達 90% 的門市無法營運，相當辛苦。但統一超在台灣的本業狀況究竟如何？答案是——同樣衰退！
攤開統一超在台灣的第一季財報中的各別部門損益細項，「便利商店」淨利較去年同期大減 7％；不僅如此，去年全年其便利商店淨利122億元，也比前一年減少2億元。相較之下，全家第一季財報中的便利商店損益，竟較去年同期大幅成長 24％。去年全年稅後淨利，也較前一年增加了2億2千萬元。眼見老二成長、老大衰退，我們忍不住要問：長年位居便利商店龍頭的小七，究竟是怎麼了？
細看其今年第一季財報，營收與毛利都較去年同期成長，最大差異在於營業費用，從178億元增至186億元，進而侵蝕獲利。統一超營業費用為何大增？同業普遍認為，最大的可能是行銷廣告費用增加。
一、全家深耕「會員經營和數位布局」，給統一超帶來壓力
自疫情爆發後，便利商店也受疫情打擊，遠距工作興起、通勤人潮銳減，只會讓他們的經營更困難。因為對零售業而言，人流量乘以客單價等於營收。
但當兩家業者的進店人數都因疫情而減少，全家為何得以突圍？
最大的差別，就在全家深耕「會員經營和數位布局」！深入經營1200萬名會員，成為全家突破時間、地點限制，不碰面也能促銷並完成購買的利器。
以4月16日推出的「零確診優惠」為例。
1、下午2點，中央疫情指揮中心一宣布零確診，全家內部馬上分頭執行以下動作：優惠商品與圖片上架、系統加強測試、店鋪擔當將優惠方案傳遞給所有旗下門市。
2、下午4點整，優惠在商品預售平台上線的同時，全家的臉書發文、Line 推播，由各門市加盟主分頭管理的兩千個私密 Line 群，也同步向熟客宣傳。
3、10 分鐘後，系統瞬間被蜂擁而入的消費者流量塞爆，晚上 10 點才逐漸恢復正常。
這件事看似水到渠成，但其實背後藏有好幾個層次：
1、消費者必須會使用商品預售平台。
這個自 2016 年就開始運行的平台，靠著取代小白單的「咖啡寄杯」打響名號，從只能買咖啡，一路擴張為泡麵、鮮奶、罐頭、衛生紙等剛性需求日用品，都可以一次大量購買，再分批取貨。疫情期間，消費者急於囤貨民生用品時，該平台也發揮功效。
2、消費者必須擁有全家會員與 FamiPay 支付，而且 App 的開啟率不低。唯有如此，才能在短短不到兩小時的宣傳時間內，讓大量核心會員得知這項優惠訊息，並且透過線上金流順利下單。
3、必須對會員喜好有足夠了解，並發給正確的人，正確的資訊。例如同樣推優惠，究竟該推美式還是拿鐵？文案該寫「第二杯零元」還是「買一送一」？
上述步驟說來簡單，但其實都需要長時間的系統建置、數據分析，讓消費者養成習慣，也就是俗稱的「打地基」。唯有如此，才可能在接觸不到消費者、可擴散時間又極短的情況下，引爆話題。
二、統一超跟進「咖啡寄杯、支付優惠」衝市占
三大連鎖超商業者全家、萊爾富和OK便利商店以APP預售咖啡的寄杯服務已行之有年，統一超千呼萬喚才跟進此服務，事實上，除了超商同業競爭，隨著全聯 OFF COFFEE現煮平價咖啡2019年開賣即大打寄杯服務，加上連鎖咖啡店路易莎、cama 咖碼積極展店拉走部分客源，這是7-ELEVEN不得不走的一步棋。
小七以前一貫的核心策略就是「提價減促」，也就是提升價格並鞏固毛利。
然而，自4月初統一超跟進「買一送一、3杯咖啡100元」等優惠促銷活動，而且統一超是發送給所有消費者(全家只聚焦在經營會員) ，即便大量寄杯恐侵蝕超商「黑金」的毛利率疑慮，但若能藉此衝高銷量甚至帶動併買行為，非不可行。
隨著數位發展已成時代洪流，就連過去採傳統經營方式的超市龍頭全聯都在拚轉型，並強打分批取貨以提升到店頻率，統一超做為全台市占最高的超商更不能大意，若不跟上新消費模式，恐怕在零售高密度競爭下，終將面臨成長趨緩的壓力，而分批取貨還有個好處可綁住消費者，從咖啡分店取杯小地方看大方向，這顯然是一場超商市占的競爭。
事實上，咖啡寄杯不僅是商品銷售衝量，業者可透過消費者高頻入店領取，創造併買行為，一旦帶動具高毛利優勢的鮮食產品銷售，反而有利整體獲利。統一超眼見對手運用電商、會員彌補業績，也開始急起直追，不過半年多的時間，就祭出諸多數位改革：
1、推出可一次大量購買再跨店取的咖啡寄杯。
今年2月迅速上線，為4大超商的咖啡戰局丟下震撼彈。到5月，統一超也透過須綁定會員的「行動隨時取」App，祭出一連串優惠。
2、外送服務也飛速布點。
不過全家先後找上 Uber Eats 與 Foodpanda 合作，而小七卻選擇知名度相對較低的全球快遞，但短短幾個月，統一超「可外送門市」已經高達2600間，比全家的1000店多出1倍以上。
3、最關鍵的一戰：6 月初，統一超祭出被業界形容為「殺到見血」的支付工具折扣，只要使用 icash2.0、 icash pay、open 錢包等任一種支付並綁定會員，全店商品都可在平日折扣 5％，周日限定加碼折扣 10％。這個寧可犧牲利潤，也要衝刺市占率和使用率的策略，讓使用上述支付結帳的占比達到 23.5％，會員數一舉逼近 800 萬人（目前全家會員約 1200 萬人）。
上述種種，顯現統一超已放下身段追趕。
三、整合集團實體店資源與數位轉型並行策略
統一超上半年還大舉展店，包括一般門市、聯名店，結合咖啡、博客來選書與烘焙坊的Big 7複合店等，合計新增145間，持續強化實體店霸主優勢。
這種整合集團資源的策略，與日本 7-Eleven 如出一轍，也就是綁定一個會員帳號，就能在大量關係企業如西武百貨、Sogo、akachan 等使用，通路越多，越有助加速推廣會員。
在超商本業上，7-ELEVEN 以社會廚房為定位，第一季推出「就近買、安心吃」系列活動，並整合集團資源推出「Simple Fit」全新生活提案商品、開發具話題性與差異化商品，有效帶動買氣。
而 7-ELEVEN 交貨便服務內外資源整合，強調差異化，如網購平台獨家免運活動、寄件送購物金，以及賣貨便平台服務持續優化等，也成為挹注營收另一動能。
展店方面，7-ELEVEN 第一季推出全新複合型態「冷凍旗艦店」，擴大冷凍品項與生鮮結構，並於高雄開出第二家「卡娜赫拉的小動物」品牌聯名店。
至於轉投資事業，統一速達和博客來因近期消費者對網購和宅配需求增加，帶動業績較去年同期成長。
進入第二季，統一超整合集團資源的利基下，6月起將再推出「第三波振興優惠券」和「三大支付立折 5%」擴大行銷專案，為第二季業績添衝刺動能。
「第三波振興優惠券」規劃有「第二件0元」、「第三件0元」和「第二件10元」等五大省錢專區，增加泡麵、米、罐頭等民生必需品，其中，0 元商品數達26項，在搭配三大支付現折5%，估算最高可為消費者省下 4722元。
而6月1日起至6月30日止，「3 大支付立折 5%」活動也擴大至全台超過5700 家門市，並新增CITY CAFE等人氣商品系列，共有超過6000款商品可使用 icash2.0、icash Pay和 OPEN錢包支付享有 5% 折扣優惠，還可同步累積OPEN POINT 點數。
但值得留意，這波疫情使超商業發生兩個根本改變：
1、疫情正在改變消費者行為，且可能會「永久性改變」。
當人們在家工作、減少通勤時間，對過去自詡為「賣便利（地點）」的便利商店而言，將是很大的震撼，因為你原本的便利將不再是便利。
2、會員與數位布局將成為超商主戰場。
因為，擁有主動接觸會員的能力，將比你坐擁更多店數，卻只能被動等待客人上門更有效果。這場疫情，意外給了實體店數少於統一超的全家機會；然而，現在就看統一超能調整多快？如何在數位新戰場中急起直追？
四、統一超推出小型超市複合型態店—-「冷凍旗艦店」
7-ELEVEN 複合型態店目前已有超商、咖啡、閱讀、烘焙和生啤酒等不同業態，業績平均可較一般門市至少成長 10-20%。
為了不讓超商同業全家的超市型複合店專美於前，統一超2月13日發表第11款全新複合型態店「冷凍旗艦店」，除了首創超商業者將海島型冷凍冰箱搬進門市，甚至開設料理教室，統一超期以小型超市定位搶下更多傳統超市的客群。
7-ELEVEN 表示，近年台灣冷凍與冷藏調理食品銷售總額超過460億元，商機龐大，而 7-ELEVEN 冷凍品業績也逐年穩定成長，尤其在住宅區、醫院型門市的冷凍品業績表現較一般門市高出近3倍，因此，正積極擴大冷凍品項與生鮮結構，並首度結盟崇越集團旗下安永鮮物，一口氣導入其30款產品。
7-ELEVEN 冷凍旗艦店特別規劃 6 大區域，包括個人化冷凍食品、素食專區、家庭用冷凍食品、氣炸專區、安永鮮物區和台塑有機蔬菜專區。
7-ELEVEN 強調，其冷鏈規模已為業界最成熟完備，早在 2018 年底開始擴增門市冷凍空間，目前雙門冷凍櫃的門市近3000家，新開幕的冷凍生鮮旗艦店，冷凍食品品項數較一般門市多1倍，並進駐4台的雙門立式冷凍冰箱和海島型冷凍冰箱。
五、統一超耕耘商場經營
在全家進駐國道蘇澳服務區後，統一超也不落人後，強調同樣積極耕耘商場經營，宣告「日月潭水社綜合商場」試營運，旗下國道仁德服務區將於農曆年前全面改裝完成。
7-ELEVEN 指出，看好國內交通路網持續擴大，積極耕耘車站周邊商場經營，全台台鐵、高鐵、機場、捷運、交通轉運站和周邊商場等，共設置有近 50 家 7-ELEVEN 門市，2020年也陸續在高雄車站新站、花蓮車站內商場以及微風台北車站 1 樓商場等設立新據點。
統一超「日月潭水社綜合商場」加入營運後，目前經營的商場已達 53 個，統一超說明，旗下商場類型包括觀光景點、交通轉運、大專院校、醫療院所、科技廠辦、國際機場、商辦大樓共七大類，一年服務人次約超過6000萬，其中，國道服務區有泰安服務區、仁德服務區兩大據點。
統一超表示，7月起泰安服務區已全新改裝開幕，首創引進服務大客車駕駛人的膠囊休息區和國道自助餐，而仁德服務區的7-ELEVEN門市已開放營運，商場預計將於2020年農曆年前全面改裝完成。
另外，統一超說明，業界唯一位於東部的鮮食廠─統一超食代花蓮鮮食廠，已開始稼動投產，預計未來一日最高產能可望達8萬份，東部逾220間門市鮮食到店時間由過去2日縮短為1日，為東部消費者提供更全面的鮮食服務。
六、統一超強化熟客圈經營，7月起開放集團多通路集點
統一超6月22日宣布，集點平台 OPENPOINT 整合多元品牌和通路，自7月1日起將啟動「多通路積點」服務，力拚集結集團資源，強化經營熟客生態圈。
統一超說明，「多通路積點」服務即消費者只要以1組會員帳號即可跨品牌累積並折抵點數當現金使用，未來OPEN POINT會員到7-ELEVEN、網購、藥妝和加油站消費，報手機電話或出示OPEN POINT APP會員條碼可快速累積OPEN POINT點數，首波加入通路包含康是美、統一精工速邁樂加油中心。
7-ELEVEN 進一步表示，自6月1日起整合集團資源推「3 大支付立折 5%」活動後，透過 icash2.0、icash Pay、OPEN 錢包三大支付工具有效帶動業績成長，目前整體支付占比達 23.5%，並帶動整體非現金支付占比進 35%，會員數已來到近800 萬人，再加上電商成長、強化會員經營有利拉升客單價等，有助持續利潤率。
七、統一整合集團內物流業務，全台將砸逾百億元投資
統一企業公告將買進台南的土地設立物流園區，進行集團內物流業務的整合。
統一投入在台南的土地費用高達18億元，整體北中南物流投資規模初估達100 億元以上，未來將先以集團使用為思考，有必要的話也許可開放社會使用。
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P.S Apologies for getting off-topic but I had to ask!
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