尊敬的麥德龍的合作伙伴，

“同一商品3件95折”、“精選商品6件最低8折”、“買更多價更低”……從1月8日開始，在麥德龍中國所有商場內(nèi)，顧客將看到這樣的宣傳標語。新價格政策將會從2015年1月1日開始實施，并在麥德龍中國所有門店得到長期執(zhí)行。麥德龍希望借助新頒布的價格政策，吸引更廣泛的客戶群，打造作為批發(fā)行業(yè)領(lǐng)導(dǎo)者的全新價格形象。現(xiàn)在，50余名城市價格經(jīng)理已經(jīng)到崗并已接受培訓(xùn)，他們將負責(zé)新價格政策在各城市的推廣工作。 

價格項目的目標，是增強貨架價格的競爭力，提升麥德龍的價格形象：把價格和折扣標準化，透明化，對所有顧客都采用統(tǒng)一的政策，無論客戶類型，購買數(shù)量越多，價格就越低。價格項目也致力于簡化門店的銷售工具：為此價格管理部設(shè)計了一套針對所有顧客的折扣政策，不再區(qū)分客戶類型，而是基于采購數(shù)量和金額提供折扣。 

從2014年7月開始，麥德龍價格管理部開始在西安和南京兩地的四家門店開展新價格政策試點。經(jīng)過5個月的測試，效果十分顯著。四家門店的現(xiàn)購自運業(yè)務(wù)，在四個月內(nèi)比去年同期增長了15.8%。南京兩家門店現(xiàn)購自運的業(yè)務(wù)增長率比試點之前提高了6到10個百分點。麥德龍的價格形象在兩個城市有了明顯提高。因此，中國管理委員會決定從2015年1月開始，在全國推廣以“南京模式”為范本的新價格政策。 

新價格政策的核心是提供以數(shù)量為基礎(chǔ)的全場折扣。全場大部分商品將適用“3件95折”的折扣，對于稱重商品，實行“3公斤95折”的折扣。“精選商品”（“精選商品”是指主要針對目標客戶群的主打品項）還將享受第二層次的折扣，即“6件9折/85折/8折”。大部分的非食品商品都能享受“6件9折”的折扣。 

此政策實施之后，大部分過去的價格工具將會融入到新的價格體系里。比如，過去的“餐飲人氣商品”會更名為“生鮮產(chǎn)品批發(fā)價清單”，調(diào)整價格后將不單單針對餐飲顧客，而是適用于所有顧客。

而這些價格工具能充分發(fā)揮其作用，必須有賴于正確的貨架價格。在新的定價體系中，門店的貨架價格必須貼近于市場——包括同城市的、極具競爭力的商超甚至批發(fā)市場的價格。為此，公司不僅已經(jīng)開始通過第三方調(diào)查公司對2000多種核心商品的價格進行常規(guī)維護，也將通過城市價格經(jīng)理對幾百種專項產(chǎn)品（主要包括生鮮、主要民生產(chǎn)品）進行定期的價格收集，以確保這些價格敏感度高、購買量大、滿足核心需求的商品具備價格競爭力。

同時，公司將通過多種渠道宣傳新價格政策：將通過郵報、官網(wǎng)、官方微信等對顧客與大眾溝通；也將通過門店裝潢與直接到店的客戶溝通，裝潢不僅包括常規(guī)的海報、刀旗、貨架標識等，特別要求在每項適用折扣政策的商品價簽旁邊，都安放折扣標識。 

作為專業(yè)的批發(fā)商，新價格政策的實施離不開和供應(yīng)商的配合。充分理解新價格體系并真正執(zhí)行到位，將決定新價格政策的成敗。新價格政策的推行，將吸引更廣泛的客戶來麥德龍購物，從長遠來看將鞏固了麥德龍在關(guān)鍵品類上擁有的顯著專業(yè)優(yōu)勢。“南京模式”的成功范本也讓我們更有信心做到現(xiàn)購自運業(yè)務(wù)的銷售增長，這將有助于與供應(yīng)商建立長久穩(wěn)定的合作關(guān)系，也很好驗證了我們的合作愿景：我們的商業(yè)合作伙伴取得成功也就是我們?nèi)〉贸晒Α?/span>

商祺！

錦江麥德龍現(xiàn)購自運有限公司

二零一五年一月

January, 2015

Dear METRO Business Partners,

"Buy 3 of the same item, get 5% off", "buy 6 of the same on selected items, get up to 20% off", "buy more, pay less"… Starting from January 8, customers will see such slogans at all METRO stores across China. The new pricing scheme will come into effect from January 1, 2015 and will continue to be implemented in the long run at all METRO stores across China. With the new pricing scheme, METRO hopes to attract a wider range of customers and build a brand new price image as the leader in the wholesale industry. The over 50 city pricing managers are in position and get trained. They will go back to their cities and make sure that the new pricing scheme is implemented properly. 

METRO launched the pricing project with the aim of enhancing the competitiveness of the shelf price and improving METRO's price image by making prices and discounts more standardized and transparent and applying a consistent pricing and discounting scheme to all customers. No matter what types of customers they are, the more they buy, the lower the prices they pay. Another objective of the pricing project is to simplify the sales tools at METRO stores. To achieve this goal, the Pricing team has designed a set of discount policies applicable to all customers, providing customers with discounts based on their purchase quantity and amount. 

The new pricing schemes has been piloted in four stores respectively in Xi'an and Nanjing since July 2014, and achieved a positive result after five months of implementation. Within four months, the Cash & Carry business of the four stores grew by 15.8% year on year, while the growth rate of the Cash & Carry business of the two Nanjing stores increased by 6-10 percentage points compared to that before the pilot. METRO's price image improved significantly in the two cities; therefore, the MCC China Board has decided to promote the new pricing scheme based on the "Nanjing model" to the whole country from January 2015.  

The core of the new pricing scheme is to provide quantity-based discounts for almost all categories. Customers buying most of the goods at METRO stores can enjoy "buy 3, get 5% off" and weighed goods can enjoy "buy 3 kg, get 5% off". Customers buying the "selected items" (mainly refer to TGM Battle Categories) will enjoy a deeper discount, that is, "buy 6, get 10%/15%/20% off". Furthermore, customers buying most of the non-food goods can enjoy "buy 6, get 10% off".

Following the implementation of the pricing scheme, most of the previous pricing tools will be integrated into the new pricing scheme. For example, the "HoReCa Hot Offers" will be renamed as "Weekly Fresh Express" in Chinese (English name remains the same), and will target at all customers rather than HoReCa customers only. 

To give full play to their roles, these pricing tools must rely on the correct shelf price. In the new pricing scheme, the shelf price at stores must be set close to the market. The market here refers to hypermarkets as well as the wholesale market in the same city. To achieve this goal, METRO has not only invited a third-party research firm to conduct price collection of more than 2,000 key items, an alreadyset up a pricing manager role at each city to regularly collect price information of several hundred types of selected products (mainly including fresh goods and key commodities), so as to make sure that these goods, which are highly price-sensitive, boast for large purchase volume and are able to meet core demands, can enjoy competitive prices. 

Besides the efforts made by city pricing managers, METRO are also promoting the scheme through multiple channels: communicating with the customers and the public through MMs, official website, and official WeChat account, and with customers visiting the stores through store decoration. Apart from general decorations such as posters, banners, and shelf signage, METRO has also asked each store to place discount signage next to the price tags of each item applicable to discount policy in order to make sure customers catch the discount information.

As a professional wholesaler, the new pricing scheme cannot be successfully implemented without the joint efforts of the METRO and our business partners. Whether everyone involved can fully understand and implement the new pricing scheme will determine the success of the new pricing scheme. In the long run, the new pricing implementation will attract all customer groups, and consequently, demonstrate expertise in key categories. Most importantly, the success of “Nanjing Model” makes us confident of Cash & Carry business growth, which is capable of enhancing the sustainable long-turn partnerships with suppliers in order to realize the Win-win outcome. This well elaborated our cooperation vision: “We win when our business partners win”.

Your sincerely,

METRO JinJiang Cash & Carry Co., Ltd.