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這次代理CEO有明確的點出目前問題點..並進行改善..(他也說了...改革沒有特快車...但是一定得趕快做...)1. 顧客採購經驗
2. 定價策略
3. 會員制度的重訂
4. 行銷手法的提升..
就等下季的結果發表吧.............或者是被哪家給買了(不過這時候出價可能也不會太好....)
GNC ROE還是穩定，希望能趕緊起死回生....這支目前賠了45%...
但因果樹多種...逢低見合格揀其他貨...勉強維持整體-3%...繼續加油！！
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And, frankly, what we found was a badly broken business model in need of change, in particular, across five key areas that require our immediate attention and will set us up to launch the new GNC late in 2016.
Number one, improving the overall retail customer experience and ensuring we provide them with great products and trusted advisors.
Number two, pricing has been a particular issue for our brand. So we have had to change how we price and promote our products to eliminate channel conflict and customer confusion about our value proposition.
Number three, revamping our loyalty program. Our outdated Gold Card Program did not drive the customer behaviors we wanted. Our new loyalty pilot collects more customer data and better leverages the existing customer data we have to drive customer behaviors. Number four, enhancing product innovation with both our private-label and third-party vendors and extending the aisle with our e-commerce platform.
And, lastly, number five, improving our marketing in multiple ways, shifting from mass to digital, being more focused on traffic-driving initiatives, better targeting profitable customer segments, which will result in an improved marketing ROI. Across each of these areas, we need to fundamentally change the way we operate as a company. We are moving forward with urgency to implement necessary changes, but there is no silver bullet or quick fix solution.
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