When the traditional retail industry was facing a grim situation, everyone shouted for transformation. Alibaba Street and Wanda Skyfan all actively explored the transition from traditional retail to new retail. It is worth mentioning that "new retail" is not a banner, it is only an inevitable refinement of the development of the retail industry. In the past year or two, retail companies have hoped to take the O2O wave to achieve transformation. However, many have become martyrs. Why does the transition end in failure, and what should be done in the new retail era? In fact, practitioners can only understand the key issues that the development of the “new retail†industry will inevitably achieve. Only if they are famous and new, will they be able to avoid detours and create a new future under the bright prospects. New retail or retail: In addition to progressive innovation, new retail cannot be separated from retail New retail is an innovation and upgrading of the retail industry, but as long as the retail industry, new retail must also follow the basic rules of the retail industry, and even need to further abide by these laws. 1. Product quality and price are the bottom-level basis of retail sales. Quality upgrades and price optimization remain a lasting driving force. The practice of ignoring products is a waste of money. The development of some traditional retail enterprises may not be without a suitable business model, but they have long neglected the quality of the products they sell and targeted price optimization strategies. Even without the Internet tide, these companies will fail. In the new retail era, with further deepening of customer experience and deep integration of multiple channels, product quality and price are further exposed in the eyes of consumers. Good quality and appropriate prices will have amplifying effect and further promote consumer stickiness. Otherwise, it will Accelerate consumer escaping. 2. New retail highlights the importance of the core advantages of retail companies, and the lack of core advantages will inevitably fail. Relying on the product's own market attractiveness (such as explosive phones) and natural flow, many traditional retail companies have never thought about how to build core advantages. However, successful new retail transformation companies must have already created a good killer. Jingdong's logistics system, Ali's Alipay, music language's store management and channel development are the guarantee for the success of these companies. Do not attach importance to the construction of core advantages, new retail can only be empty talk. New retail cannot escape the property of the retail industry. In the new retail transformation, retail companies should focus on building core strengths and optimizing the product line on which the retail industry depends. Take, for example, the Funtalk music phrase of the Sanpower Group, which has just been awarded the 2016 China Retail Innovation Award by the China Chain Store & Franchise Association (CCFA). Funtalk Music introduces new, extraordinary and special product lines, updates intelligent, professional, high-quality, fast-fashionable product categories, focusing on the needs of different groups from the product perspective. In fact, only new retail transformations that do not depart from the basic attributes of the retail industry can go further and go better. The "integration" of new retail: Follow the trend to achieve no real integration, and it is possible to truly manage the "people" by being famous and real. Collecting information through multiple channels, merging into a unified whole, analyzing output, and providing tailor-made sales experience for end consumers can ultimately achieve the goal of a new retail business “personâ€. Differing means and purpose are the problems that must be solved in the new retail “fusionâ€. 1. It is the best "convergence" method that suits yourself. With the rise of new retail trends, a large number of retail companies have built their own online and offline platforms. In the case of failure, there are few registered users and the platform is a universal reality. In fact, the multi-channel integration approach of retailers of different formats and different categories should be different. Retail companies must identify their online and offline positioning in the "convergence" based on their own core strengths and resource constraints. Both on the O line and on the offline line are both means and ends. 2. Putting the product on the Internet is just a "fusion" of the first step in the Long March. Many real-estate retailers have finally established their own platforms, or relying on Tmall and JD.com to successfully enter the e-commerce business. However, regardless of whether the goods are on the shelves, they ignore the complex logic behind the “on-line†offline and offline: The unique identification of multi-end consumer individuals, unified prices, real-time inventory, channel coordination, sales analysis, etc. Without following this logic, once the business volume expands, shopping-related experiences such as price, payment, inventory, and logistics will plummet, not to mention multi-end integration, and “integration†will ultimately only take the form. 3. The interactive channels with clear interactive strategies and interactive content can bring valuable information. The important path for the new retail “integration†is full interaction between retailers and consumers. Today, retail companies do not have short legs in the construction of communication channels, and they are skilled and sound in the construction of Weibo, WeChat, APP, and after-sale evaluation systems. However, channel interaction still focuses on information display. It only replicates offline information such as new products, discounts and discounts, and other traditional content. There is no interaction strategy: what is the purpose of interaction? How to evaluate? The output is poor and there is no difference between it and an exhibition board. In the construction of interactive channels, retail enterprises must have strategies and content, targeted interactions, and output of valuable interactive content in order to obtain valuable information in reverse. To operate a good person, we must achieve omni-channel information sharing through online platforms, offline digital devices, etc., and uniquely target individual consumers, and build consumer experiences from the delivery end, service end, and merchandise end. In this regard, Wanda "Feifan" is a model, through the adoption of cloud services technology and mobile ports, reintegration of Wanda Group's rich offline resources and customer resources to achieve full integration of online and offline products and services. In addition, Funtalk Music's deep collaboration with multiple companies, comprehensive access to the membership system, multi-port collection of consumer information, and its successful service to consumer analysis and store shopping experience targeted optimization is also an example. The "experience" of new retail: The experience is not a trick to sell goods, but a change in the basic marketing ideas. The key to operating “people†is to realize the most “intuitive†consumer experience through effective “convergence†in order to meet the individual needs of consumers and eventually create order quantities and user stickiness. 1. The core of "experience" is people and products, not products and people. Despite similar expressions, the new retail "experience" is conceptually different from traditional experiential shopping: Emphasizing how to provide consumers with the products they need rather than how to sell existing products to consumers. Rich information collection fusion and consumer-focused in-depth research. The traditional "pitch field" is not the "experience" of new retail. We can integrate consumer values, consumer attitudes, consumer psychology, and emotional needs, and integrate with the company's products, positioning, and culture to effectively provide consumers with the products, services, and shopping environment that they need. Experience." 2. Pay attention to the reception of reverse confession and do not engage in wishful experience setting. The new retail "experience" must also follow the basic management process of the PDCA cycle. Any unilateral scenario setting cannot ensure that consumers' requirements are met. Retailers need to constantly listen to their customers in the process of providing consumer experience, evaluate their acceptance of products, services, brands, and experiences and even their emotions, and understand consumer concerns. Point, continuous improvement and improvement. In the "services" of the new retail, reverse listening and positive output must be mutually supportive, and neglecting one side will fail to improve the "services." 3, there is an interactive "player", consumer experience only have a way to settle. Introducing, introducing products and promoting transactions are the basic tasks of traditional retail shopping guides. As the most direct contact with consumers, the new retail transformation must change the role of traditional shopping guides: based on "convergence", to understand in depth the unique needs and preferences of the retail consumer groups, including personal and social aspects; into the "experience" , accompanied by consumers to experience "players" rather than opposing buyers and sellers. In addition to work clothes, front-line employees should have a change of status. The “experience†of the new retail is a comprehensive result of the collection of consumer information, in-depth analysis, technical processing, and fusion output. It is also a systematic project of concept, mechanism, and personnel cooperation. In the retail industry, the “experience†of the store is the ultimate, and Wanda, Suning and Funtalk are typical examples. The new retail must be "muscle": Only by matching the comprehensive operating capabilities can the new retail transformation be truly successful. In the fiercely competitive retail industry, there are grand blueprints and sound deployments that cannot necessarily be successfully transformed. Retail companies must enhance the operational capabilities of new retail-related businesses in order to safeguard their transformation. 1, the traditional retail business process is difficult to adapt to the new retail transformation, the need for a complete change. The traditional retail shop-type operation process is not suitable for new retail demand, especially the online and offline two-line operation, although there are systems or certain nodes to open up, but there is still the situation of their own governance. The most efficient, shortest supply chain, optimal cost, and best-to-consumer line-of-sale store delivery methods face issues such as the identification of responsibilities, performance assessment, inventory management and replenishment, financial accounting, and settlement in practice. Traditional retail companies require surgical reorganization to achieve a truly new retail transformation. In reality, Wanda, Suning, Gome, and Funtalk have all spared no effort in the reengineering of store business processes. This has ensured their strong and orderly transition. 2. Supply chain construction is the life and death task of new retail, and the supply chain environment must have a qualitative leap. In the new retail era, more transparent prices, more personalized product requirements, and more discerning shopping experiences all require strong supply chain capabilities. Lack of supply chain capabilities will prevent them from obtaining more appropriate prices under the same quality, failing to introduce more abundant product categories, and failing to provide consumers with faster and more accurate product inventory and logistics information. The negative impact will also be doubled. The supply chain is also faced with new issues: advance consumer insights and predictability of consumer behavior. From the production of the source to the consumption of the terminal, accurate supply quantities based on consumer demand analysis are required. One of the best practices in the precision supply chain in the industry is the deep EDI protocol of JD.com and Midea. Through precise customer purchase analysis, the estimated purchase volume is real-time, and the production port is delivered in real time, achieving almost zero in the category. in stock. 3. Converse logistics challenge the comprehensive ability of the company's operations and it is an exam that must pass the exam. Personalized consumer needs and high quality services will inevitably allow a greater number of returns. The uncertainty of time, location, quality and quantity, the complexity of the processing methods, the high cost, and the pressure of financial settlement all put pressure on the handling of reverse logistics. Barely half a hundred miles, the new retail must be in the final part of the sale to the "experience" to the end, giving consumers a complete and perfect shopping history. All in all, if we want to come out in the future, traditional retail enterprises must accurately understand and effectively act on the “new retailâ€, and it is even more important to have a name so that they can survive and achieve significant growth in the tide of the retail transformation. (Some content and graphics are from the internet. If you accidentally involve copyright issues, please contact us in time.) Jie | En | Ti | Period | Wait | You | Add | New Retail Entity Venture Project
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