The Way Of Salvation For Traditional Retail Enterprises

Entering the 2015, the survival situation of the traditional retailing industry in China was only a "miserable" word.

According to the recent data released by China Unicom, as of June 30, 2015, there were 120 major retail businesses in China.

Among them, department stores closed 25 stores, and supermarkets closed 95.

All of them are "chain top 100" enterprises officially counted by China Chain Store Association.

Although Henan only Denis Xinxiang shop on the list, but this newspaper learned that a large domestic business enterprise's 3 stores (department stores, supermarkets are involved) are waiting for the "withdrawal order".

Great is the first.

The traditional mode of business and business development has come to an end, but in the 10 years of fighting with the electricity supplier, they have never given up the "store redemption": from simple price war to imitation of the self built platform of the electricity supplier, and then to the last mile of self built logistics competition.

Just for one purpose: regain customers.

For example, Metro's opening up a "dining room" is very much like moving the TV program "everyday food" to the store.

But unlike the latter, classroom daily courses not only teach kitchens to customers, but also provide a complete set of kitchen solutions from recipes, ingredients and accessories, pots and pans to kitchen appliances.

"Disassemble a piece of pizza into parts, tools and processes, which can not be solved by any commodity manual."

In charge of designing the classroom, Zheng Dong, a responsible person in Metro mall, recruited a group of chef's nationwide tour services.

At the same time, it also invited local five star hotel chef to participate in the provincial stores.

Open a classroom of 30 square meters.

How many items will be sacrificed for display and sale? "Why can't we sell the table and detergent to consumers through cooking practice?" the foregoing person in charge said that in the era of "Internet plus retail", the core difference between the 3 stores and traditional stores is that shopping malls are not just for sale.

Once breakdown of barriers to traditional commodity classification, providing consumers with a complete solution to solve the pain points, not only can better achieve customer drainage, increase consumer stickiness, but also build a competitive barrier that electricity providers can not compete.

Compared with Metro, Suning's interpretation of "scenario" is more intuitive and "highly convergent with customer family design".

For example, the curtain walls that used to be televisions were pformed into a living room.

The sofa, the tea table, the sound, the refrigerator, the air conditioner, the flower art and so on.

Of course, its focus is on home appliances and homes.

The living room can only have one TV set, where will the rest of the samples be placed?

"All in e-commerce platform."

For example, Yang Hao, director of marketing department of Suning Henan branch, said that in the future, cloud store salesmen are communicating with customers through tablet computers.

Whether customers choose TV or toilets, they can be resolved at any time on the electronic business platform, including buying orders, and customers do not have to go to cashiers unless they need to pay cash.

In addition to scenario, service stereoscopic is also the two largest.

The common option of this knife reform.

Just like Wifi, it has become a hardware standard for retailers to collect big data.

"Where customers go, what they see, how long they have gone, and what they take away eventually", which is far more than any "empiricism".

Only in this way can the functional upgrading of subsequent commodity differentiation, experience, scene, and three-dimensional become reliable and realize value.

Up to 2014, the growth of the performance of the nationwide electricity supplier industry declined greatly, which made the traditional retailers see a fact: the biggest ceiling that restricts the growth of the electricity supplier is "experience".

Just like millet, the mobile phone of 1000 yuan can be swept across the country by electricity supplier, but the sale of 3000 yuan mobile phone in the same channel is quite different.

Apple, which is Apple's leading product, has been working hard in the past two years, because only the actual experience and service can give consumers a deeper brand awareness.

"Consumers enter the physical store consumption is just needed."

The domestic retail industry immediately opened an unprecedented "O2O" evolution trend, using the Internet tools to redefine the function and value of the store.

As a result, both Ali received Yintai, married Suning, and Jingdong sought Yonghui.

But not all

They all have the opportunity to "make a difference" to the oligopoly of the electricity supplier, and they do not all want to quit the arena by selling themselves.

Such as metro, IKEA, Huarun, big business, big RFA, step by step, after seeing the short board of the electricity supplier, they chose to fight back.

For example, in August, Tang Jianian, President of Carrefour China, personally worked on the "Color Revolution" of stores, and the construction of a "younger" supermarket is an important starting point for solving the problem of aging customers.

And Hua Run Su Guo launched a new "private brand" strategy, which is the best way to solve the homogenization of stores, price convergence and new profit sources.

"The window that stores attract customers" is also the stage to interpret the comprehensive competitiveness of retailers.

Wang Shangwu, director of public relations at Carrefour Henan company believes that stores in the 3 era include the core business elements such as O2O mode, store scenario, service stereoscopic, deep background (Supply Chain + logistics).

As long as we find the right way to match the market demands, the competitiveness of the store will be accelerated in the future.

Today's practice is just the beginning, and consumers need to finish voting with their feet.