Corvalán Celedón, María José2024-11-012024-11-012015-10https://repositorio.usm.cl/handle/123456789/69508En Chile, desde hace algunos años, supermercados, hipermercados y almacenes de barrio, han disminuido la relevancia dentro de los canales de venta y la participación en el gasto, viéndose desplazados por nuevos formatos. Dicha desaceleración se asocia, por un lado, a la crisis económica que golpeó al país, y por otro, a la falta de espacios para instalar grandes salas de venta obligando a las empresas a explorar nuevas estrategias. Tras la crisis sub prime nuevos formatos de venta se han instaurado en nuestro país, cautivando a los usuarios, principalmente desectores socioeconómicos emergentes, con precios bajos. Estos son los discountso tiendas de descuento, en su modalidad hardy soft, los que en Chile son conocidos como mayoristas y discounts, respectivamente. El primero, es decir, los mayoristas apuntan a vender productos en grandes volúmenes y establecerse con grandes salas de ventas, por lo que por mucho tiempo su principal target fueron los comerciantes. Por otro lado el discount, tiene como estrategia establecerse como un formato de compra al paso, ofreciendo precios convenientes, ubicados en pequeñas salas de ventas y cercano a los sectores residenciales. Lo anterior, nos lleva a cuestionarnos si resultan ser una amenaza para el canal tradicional. Para lograr responder a la pregunta planteada y generar estrategias, con el fin de potenciar al canal tradicional, debido al aporte que este significa para la comunidad y la economía del país, se realizó una investigación de tipo descriptiva. En una primera etapa se llevó a cabo la fase exploratoria para aproximarse a la problemática expuesta, mediante una entrevista en profundidad a distintos actores pertenecientes al canal tradicional, y en una segunda etapa se realizó una investigación de tipo concluyente, a través de una encuesta presencial. De las entrevistas en profundidad realizadas a almaceneros, se extrajeron interesantes insights. A priori se descartó que los mayoristas, debido a su ocasión de consumo, ubicación y oferta, compitieran con el canal tradicional y se estableció que posiblemente los discount debido a su estrategia comercial fueron insertos en la industria para competir con el canal tradicional(...).Since a few years ago, supermarkets, hypermarkets and corner stores in Chile have diminished their relevance within sales channels and their participation in spending, seeing themselves displaced by new formats. This deceleration is associated with, on one hand the economic crisis that hit the country, and on the other hand, by the lack of spaces to install large sales stores forcing enterprises to explore new strategies. After the subprime crisis new sales formats has been established in our country, captivating consumers, primarily from the emerging socioeconomic sector, with low prices. These are the discounts stores, in their hard and soft modality, which in Chile are known as mayoristas and discounts respectively. The first one, mayoristas, point to sell a high volume of products and establish in large sales rooms, so for long time their principal target was retail commerce. On the other hand, discount has as strategy to establish as a purchase-to-step format, offering convenient prices, located in small sales room and near to residential sectors. The above mentioned, takes us to question if they are a threat to the traditional channel. To answer this question and generate strategies to strength the traditional channel, for the importance it has for the community and to the national economy, it has been made a descriptive investigation. In a first stage, an exploratory phase was taken to approximate to the exposed problematic through an in-deep interview with different actors of the traditional channel, and in a second stage a concluding investigation was made through a face-to-face survey. From the in deep interviews to the grocery store owners, there has been extracted interesting insights. A priori, it has been discarded that mayoristas, because of their consumption occasion, location and product offer, compete with the traditional channel, and it has been established that probably discount stores, because of their commercial strategy, are competing with the traditional channel. In a beginning, the store owners from the traditional channel has perceived that they were competing with discount stores , but with time they have stopped perceiving the discount stores as a threat, because they have realized that the products consumers buy at their stores are different from those product who the consumers buy from discount stores, that has increased the flow of public in the sector, and that they have tried to potentiate the attributes for which the traditional channel specialices: the created ties and the proximity to residential places. Additionally, they mention that the fight was not easy in the beginning, because of the fact that a giant, like Walmart, had decided to locate one of their sales room near to a corner store caused them fear. They saw how their sales lowered in some categories, but they had to take fast action plans that give good results. Today they are conscious of what they mean to the community and are not willing to lose the fight for clients. As for the face-to-face survey, this reflect that while the strategy of discount stores is put in residential places, mainly mid a low class, this strategy did not give good results. The format has not positioned in consumers mind, even, consumer see discount stores as an extension to supermarkets and not as the competition to the traditional channel. Also, more than half of the surveyed claimed that they go to discount stores rarely or never. Additionally, most of the people who knows the location of the nearest discount store affirm that their preferences had changed since this store was opened, but they stopped buying from supermarkets instead of the traditional channel. With respect to consumer preferences, a crucial factor when they decide in which establishment buy is price and the proximity to the stores, because on one hand consumers are reticent to spend money due to the country´s economic situation, and, for the other hand, scarcity of free time has taken consumers to appreciate more purchase-to-step. The loyals to the traditional channel, who visit this stores with more frequency, characterize mainly for belonging to mid and lower socioeconomic sectors, the preference of cash as a paid method, the appreciation of financial services by the stores and for buying principally bread, meat, beverages and pet food. Also, they attend to the traditional channel accompanied and they feel satisfied with the channel. At last, to potentiate the traditional channel is recommended to generate relationships of mutual collaboration with the suppliers, put emphasis on consumer satisfaction, improving cleaning and illumination index and the perception of prices. In addition, they have to offer what consumers buy or would buy in the traditional channel: daily products and enlarge their offer, through conventions with non-related enterprises like banks, telecommunications firms, BIP charge, among others. Also, for those who wish to enter this industry is suggested to realize a micro-location analysis, considering the importance that proximity to residential zones has in this business. Furthermore, to captivate the consumer that is not attending daily to the traditional channel, is suggested to improve the product mix and the quality of this, beside of considering other payment methods more than cash, because this factors are key to increase the market share.Almacenes de barrioTiendas de descuentoCrisis económicaTesis de PregradoB - Solamente disponible para consulta en sala (opción por defecto)3560902048095