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[考古] 零售商退货问题 疑似原文(确认是背景资料而已。。)

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楼主
发表于 2014-10-1 10:19:15 | 只看该作者 回帖奖励 |倒序浏览 |阅读模式
版本一
"Retailers can actively manage returns so that they become a tool to help maximize profit," write J. Andrew Petersen and V. Kumar in the Wall Street Journal (11/30/09). The authors note that some retailers make the mistake of believing that returns are a money drain. In fact, they say that retailers with liberal return policies generally do better than those with "strict time limits or only partial refunds." This is both because shoppers tend to spend more when they know goods are returnable. They also are more likely to recommend retailers that are relaxed about returns to others.
However, while it’s true that a higher rate of returns "result in higher future sales," there are some limits; there does come a point where "costs to the company outweigh the benefit of the increase in sales." So, the key is to find just the right balance. For example, the authors "studied six years of data from a large national catalog retailer" and found that a 13 percent return rate maximized its profits. The problem was that the retailer’s return rate was 16 percent, so they needed to find ways to discourage returns without imposing the stricter returns policies that might also depress sales.
The solution is to pinpoint the circumstances that cause returns and use that to re-calibrate "toward the optimal rate of returns." For example, returns tended to be lower when shoppers buy familiar products from unfamiliar channels (e.g., online versus catalog). So, the retailer could send the customer incentives to buy unfamiliar products in the new channels, which should increase returns, but also sales. Conversely, returns also tend to be higher when shoppers buy "new products from unfamiliar distribution channels." So, the retailer should offer discounts on familiar products from new channels. The main thing is to continue to invest in customers who return products, because they can be the best customers.
版本二

Many firms may actively discourage product returns. But this could be a costly mistake because managing product returns effectively can boost sales and profitability.

A customer’s product return behavior is a key factor in determining their value to the company, notes J. Andrew Petersen, assistant marketing professor at UNC Kenan-Flagler.

“Many firms treat customers who return products as thorns in their sides,” he notes. “These firms often offer disincentives for customers to return products and/or make the product return process more difficult for a customer to complete.”

However, Petersen has found that customers who return 10-15% of what they purchase are, on average, a company’s most valuable customers into the future. Why?

These customers feel more comfortable with the purchase process knowing that whatever they purchase can be returned without penalty. In addition, they are more likely to refer the retailer to other shoppers. So, companies with liberal return polices come out ahead, Petersen found.

But, while retailers can actively manage returns so that they become a tool to boost profits, they need to encourage certain customers to return more products while encouraging others to return less.

Every company has an optimal rate of returns. Higher returns to a point have been shown to boost higher sales in the future. But if customers go over the optimal return rate, the costs to the company to repackage and restock the items outweigh the future benefits. Thus, firms should:

  • Calculate the optimal product return rate for the company
  • Understand what factors drive returns
  • Adjust marketing efforts according to factors driving returns
  • Not necessarily point to product returns as a necessary evil in all cases
  • Take the opportunity to understand whether the product return experience can be another “touch point” with the customer to build a long-term and profitable relationship.

Petersen studied a major apparel retailer and found that returns tended to be lower when shoppers bought discounted items. Returns were also lower when customers bought the same types of products they typically buy but purchased through a different distribution channel.

Returns tended to be higher when shoppers bought new types of products from the distribution channel they usually used.

Petersen notes that this information can be used by marketers to influence shoppers return rates. For example:

  • If a customer has been returning products too often, a manager could send the customer discounts to purchase familiar products in an unfamiliar distribution channel.
  • Also, if a customer is only returning a small percentage of products, the company may not be maximizing profit from this customer. A manager could send this customer an incentive to buy new types of products.

Ultimately, Petersen found that for the apparel retailer, analyzing customers based on their purchase and product return behavior (rather than just purchase behavior alone), doubled the return on marketing investment and increased profit by more than 45% over six months.


我个人觉得是把这两篇糅合了起来。。考过的同学赶紧来确认呀!!!
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沙发
发表于 2014-10-1 10:46:13 | 只看该作者
昨天考到了 这两篇好像不是原文。。但是大概意思都是差不多的。。
板凳
 楼主| 发表于 2014-10-1 10:48:16 | 只看该作者
corkyeol 发表于 2014-10-1 10:46
昨天考到了 这两篇好像不是原文。。但是大概意思都是差不多的。。

明白~那就当做背景资料吧!
地板
发表于 2014-10-1 10:49:18 | 只看该作者
yehan1992 发表于 2014-10-1 10:48
明白~那就当做背景资料吧!

嗯嗯嗯~不难~
5#
发表于 2014-10-7 09:42:20 | 只看该作者
thanks for sharing!
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