Fortune | FORTUNE 09月26日
Costco的热狗定价策略:保持1.50美元的传奇
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Costco以其标志性的1.50美元热狗套餐和5美元烤鸡闻名,这些低价商品是其成功的基石。前CFO理查德·加兰蒂表示,1.50美元的热狗价格“神圣不可侵犯”,并承诺将“永远”保持不变。为了维持这一价格,Costco甚至自建了生产线,并在饮料供应上采取了灵活策略,如转向百事可乐以节省成本,或在食品区只提供无糖饮料以规避税费。这一坚持低价的传统源于创始人吉姆·辛格尔,他曾强硬要求CEO提高热狗价格的建议被驳回。如今,Costco每年售出近2亿个热狗,这一低价策略不仅吸引顾客,也强化了其低价的品牌形象,从而提高了会员忠诚度和续订率,会员费是Costco利润的主要来源。

🌭 **坚持低价的战略核心**:Costco坚守1.50美元的热狗套餐价格近四十年,这一定价策略被视为“神圣不可侵犯”。前CFO理查德·加兰蒂强调,这一低价与5美元的烤鸡共同向消费者传递了Costco在整体价格上保持竞争力的明确信息,是其仓库式俱乐部的核心吸引力之一。

🏭 **垂直整合以控制成本**:为了维持看似不可思议的低价,Costco采取了垂直整合的策略。当成本上升时,他们并未提高热狗价格,而是选择自建生产设施,从2009年开始在洛杉矶和芝加哥地区建立工厂,自主生产 Kirkland Signature 热狗,从而获得了对供应链的完全控制,并能有效降低生产成本。

🥤 **饮料供应的灵活调整**:在热狗套餐的饮料部分,Costco同样展现了成本控制的智慧。十年前,为节省成本,他们从可口可乐转向百事可乐(尽管近期又回归可口可乐产品)。此外,为规避某些地区的含糖饮料税,Costco选择在其食品区仅提供无糖汽水或无糖茶饮,进一步优化了成本结构。

👑 **创始人意志与文化传承**:Costco对低价的坚持深受创始人吉姆·辛格尔的影响。他曾强硬地要求当时CEO克雷格·杰利内克,如果提高热狗价格就“杀了你”,必须自己想办法解决。这种“解决问题”的精神促使公司不断创新,最终通过内部生产实现了在1.50美元价格下仍能盈利,这一文化已深深植根于公司DNA中。

💖 **低价策略驱动会员忠诚度**:Costco超过1.2亿的会员数量及其超过90%的年续订率,很大程度上归功于其低价策略。如新任CEO罗恩·瓦赫里斯所言,通过入口处的打折电视和电器等商品,让会员觉得“可以用一件商品就能收回60美元的会员费”,这种价值感知极大地增强了会员的忠诚度,而会员费是公司利润的主要支柱。

Some things never change—traffic is always annoying; the rent is alway too high; a Philadelphia sports event will never be chill. And Costco will always offer its signature hot-dog-and-drink combo for $1.50, the same price it’s been for nearly four decades, regardless of who heads the retailer or what else it sells. 

The legendary wiener, along with Costco’s nearly-as-famous $5 rotisserie chicken, are “foundational” to the warehouse chain’s success, Richard Galanti, who stepped down last year as chief financial officer, told Fortune’s Phil Wahba in a deep dive into the warehouse club’s stunning success. 

Previously, Galanti told The Wall Street Journal the $1.50 price was “sacrosanct,” and declared to investors the dogs’ price point would stay fixed “forever.” 

Galanti’s successor as CFO, Gary Millerchip, reiterated that commitment. “I also want to confirm the $1.50 hot dog price is safe,” Millerchip told CNN, according to an X post.

In fact, Costco will overhaul its entire hot-dog supply chain before it will raise the price of the dog. When Costco introduced the $1.50 combo in 1985, it sourced its kosher beef dogs from Hebrew National. But by 2009, costs had gone up so much that the warehouse club brought production in-house. It built a plant outside Los Angeles to produce Signature Kirkland hot dogs (not kosher), and later expanded production to add a second plant in the Chicago area. 

It’s the same case with the soda part of the combo: When Costco’s contract with Coca-Cola was up for renewal a decade ago, the retailer instead switched to Pepsi to save on prices (although now they’re going back to Coke products). To avoid San Francisco’s tax on sugary drinks, Costco chose to serve only diet sodas or unsweetened tea in its food courts.

That commitment to a rock-bottom price stretches all the way back to the warehouse club’s founder, Jim Sinegal. 

As Sinegal’s successor and onetime CEO Craig Jelinek explained back in 2018, he once suggested to Sinegal the price of the money-losing dogs should be raised.

“I came to [Sinegal] once and I said, ‘Jim, we can’t sell this hot dog for a buck fifty. We are losing our rear ends,’” Jelinek recalled at a business event near Seattle.

Sinegal’s response: “If you raise the effing hot dog, I will kill you. Figure it out,” Jelinek continued.

“That’s all I really needed,” he said. Bringing production in-house, he added, eventually enabled the store to turn a profit on the popular menu item even at a $1.50 price tag. Today, Costco sells nearly 200 million hot dogs a year from its food courts, Fortune’s Wahba reported. 

The importance of low prices

But why is it so critical to keep the price frozen at $1.50—what one online user dubbed “the most stable commodity on earth”? After all, Costco has raised plenty of other prices throughout its stores, and periodically adjusts its membership fee upward.

As Galanti explained to Fortune, the price is there to send a message. A $5 chicken and $1.50 dog “signal that Costco is holding the line on low prices.” 

It’s the same message as sent by Costco’s heavily discounted TV and appliances, strategically stocked by the members’ entrance, as new CEO Ron Vachris told Fortune. “You come in and say, ‘Wait, I can recoup my $60 membership with one item?’ ” he said.

That strategic bolstering of Costco’s reputation helps engender huge loyalty among its 120 million-plus members, and keeps them coming back, retail consultant Kathy Gersch told Fortune. “People tell themselves, ‘Costco has done the research for me, and they know this is the best one,’ ” she notes.

It’s one of the reasons that more than 90% of Costco’s members renew their membership every year. And regardless of how much merchandise Costco sells or what it costs, it’s that membership that truly pays the bills.

“The most important item we sell is the membership card,” Vachris told Fortune. “Everything we do supports that transaction.”

As Wahba reports, the $60 annual membership fee (or $120 for additional perks) made up two-thirds of Costco’s profit in any given year, and in several recent years, the retailer would have posted a net loss were it not for membership fees. 

The hot dog’s iconic status means its price is now Costco lore. And the longer the price stays put, the harder it will be to raise it. 

“It’s the mindset,” former CEO Jelinek said. “When you think of Costco, you think of the $1.50 hot dog.”

A version of this story originally published on Fortune.com on June 1, 2024.

More on Costco:

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Costco 热狗 低价策略 供应链 会员忠诚度 Costco Hot Dog Low Price Strategy Supply Chain Member Loyalty
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