Costco會員制導致客戶頻繁消費(都買會員了，不頻繁很虧)，是個很重要的策略。
以下轉自慶哥
當市場已有一家Walmart，最好的策略不是模仿或競爭，是仔細觀察Walmart不願做什麼或漏掉什麼
定位不同，但兩家都是偉大的公司
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Fortune:
店數
Costco 715
Walmart 11,528
店內品項數
Costco 3,700
Walmart 140,000
2015年營收
Costco 自有品牌Kirkland Signature $29b
Coca-Cola $26.8b
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(非逐字翻，翻得不好請見諒)
Fortune:
Costco是一家精實運作的公司，公司的營業費用(SG&A)只佔營收的10%，相對Walmart是20%。
Costco is a lean company. The company’s spending on basic overhead—the selling, general, and administrative category—is only 10% of revenues, compared, for example, with about 20% at Walmart. Among Costco’s efficiencies are the fact that it doesn’t advertise; it has a limited selection—only 3,700 products compared with 140,000 at a Walmart superstore and half a billion at Amazon. That allows Costco to drive hard bargains with suppliers.
Costco必須精實，Brotman和Sinegal多年前就已建立一項規則，品牌產品定價不得超過成本的14%，自有品牌Kirkland Signature定價不得超過成本的15%。
Costco has to be lean because Brotman and Sinegal long ago established a rule that no branded item could be marked up more than 14% and no Kirkland Signature item more than 15% over cost. It is an inviolate line: the very value proposition of the company.
Sinegal還有一條不可侵犯的價值主張:不貴不等於便宜，他知道好市多會因為便宜而失去顧客."品質、品質、品質"，我們最大的挑戰是確認品質如我們所說的一樣。
Sinegal had one other inviolate value proposition: Inexpensive couldn’t mean cheap, because he knew Costco would lose customers that way. “Quality, quality, quality,” says Doug Schutt, Costco’s chief operating officer of merchandise. “Our biggest challenge is making sure the quality is what we say it is.” Costco has a stringent quality-assurance program.
好市多會員喜愛實體購物的體驗，會員們造訪好市多的次數從幾年前3.5周一次，現在每周一次了。
Costco has its membership fees, and members seem to enjoy the physical shopping experience. Indeed, they’ve increased their visits from once every 3½ weeks just a few years ago to once every week now.
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