Shenzhen Retail Enterprises Are Trapped In The "Net" Entanglement Of &Nbsp; &Nbsp; The Puzzlement Of The Mode Is In A Dilemma.

Is it a big move or a wait-and-see? Electronic Commerce This "multiple-choice question" Shenzhen Traditional retail enterprises are very entangled at the moment because they have the choice of reason and the risk of choice.

A few days ago, reporters learned that the Department Store giant rainbow chose to attack again, and is now reconstructing the e-commerce process and establishing a sorting center. Other retail giants such as Maui and Huarun Wanjia are still discussing and watching. In Mao's view, e-business lacks clear profit models. Simple entry is like burning money.

　 The earliest " Touch net People are subject to logistics.

In fact, e-commerce is not new to Shenzhen's traditional retail businesses.

As early as 1998, Tianhong pioneered the online payment online shopping mall in the domestic retail industry. Customers could use the online payment service of China Merchants Bank to pay for online shopping. However, the initial number of "online rainbow" sales is only 3000 to 4000 single products, and there is no independent logistics sorting center, but only shares with the next store. Lai Weixuan, managing director of Tianhong shopping center, told reporters in an interview with Shenzhen Commercial Daily reporter that "online rainbow" played a leading role in the sales of rainbow products.

"Entering the earliest and going hard" is the first true portrayal of China's first batch of retailers involved in e-commerce. Take Tianhong as an example. Because the online rainbow is shared with the shoppers' shops in Tianhong, it is often the order of online customers. E-commerce employees must go to the warehouse shelves in order to know whether they have any goods. "It may be possible to display the goods online, but because the physical store has sold the product, the inventory data has not been updated, resulting in the embarrassment of the final supply of goods to customers." Last year, Sun Hong Cheng, deputy chief of Tianhong shopping center, who was entrusted with the heavy responsibility of e-commerce by the company, told reporters the embarrassment facing the beginning of e-commerce.

At that time, logistics has not yet grown up, and has become the "handicap" of e-commerce. "We promise that the delivery time in Shenzhen will be 48 hours, but it may take 2 to 3 days to arrive." A staff member at Tianhong mall recalled that the operation process of e-commerce is complex. The most difficult time is the holiday season, the peak sales period of offline stores, and the checking and packaging of e-commerce employees and store staff.

　 10 years later, rebuild the "electricity supplier" process.

However, the pressure of online shopping growth and offline sales growth has forced Shenzhen's traditional retailers to target the new field of "online shopping". According to a report released by China Electronic Commerce Research Center, the scale of online retail market in 2010 reached 513 billion 100 million yuan, nearly doubled compared with 2009. In the most developed e-commerce world, e-commerce is taking advantage of the traditional retail market share, accounting for 8% of the total retail sales in the United States.

"Since last year, rainbow is determined to invest in this business." Lai Weixuan introduced, according to the development strategy of "one core, two wings flying together" released by Tianhong, the future will be the entity store of Tianhong shopping center, and the new brand agency business and "e-commerce" will become the "two wings" of the future strategy.

The process reengineering of e-commerce is being carried out within the rainbow. At the beginning of last year, sun Jincheng, deputy general manager of Tianhong shopping center, was transferred back to headquarters from the East China market, and was responsible for the development of e-commerce. Up to now, the number of employees in the Department has increased from the initial 9 to nearly 160, and the ranks are continuing to expand. At the same time, the structure of logistics, commodity development and marketing promotion based on the modern electronic commerce structure is also being restructured one by one. "In March this year, the company allocated the logistics center of the former Southern China district as part of the e-commerce logistics sorting center." Another obvious change is that "online rainbow" merchandise category has increased to 16 thousand kinds, and is still increasing. Statistics show that compared to the process before and after the process of reengineering, online Rainbow Trading volume is growing rapidly, and the growth rate is accelerating.

Of course, there is more than one rainbow. WAL-MART, the world's first retailer, has officially opened its online store in Sam, Shenzhen. Apart from its fewer varieties than its physical stores, most of Sam's special products can be bought online. As for BELLE, which is famous for shoes, its pace is bigger. As early as in 2010, BELLE launched B2C business through cooperation with other websites. Its sales volume has reached 100 million yuan only from Tao Xiu net (BELLE group's official shopping website). In addition, the three party e-commerce platform such as Taobao, eBay and pat Network also brought more than 100 million yuan income to BELLE group. In July 1st this year, BELLE and Baidu set up a joint venture footwear business website - "excellent purchase network" formally launched operation.

　 The dilemma of mode brings dilemma.

E-commerce in Shenzhen's traditional retail enterprises has set sail again, but can this traditional retail enterprise "online enclosure", like Shenzhen chain retail industry, generally lead the whole country?

According to the data provided by China chain operation association, 34 enterprises in China's top 100 chain stores launched their own online stores in 2010. The proportion of "touches" has reached 1/3, but the sales scale is only about 3 billion yuan, which is only equivalent to last year's sales volume of a network dealer, and less than that of Jingdong mall 1/3. The top ranked Chinese Internet companies can hardly see the real retail business.

"Self built e-commerce website is a huge investment. In order to make products perfect, order delivery timely, and achieve effective data tracking, mining, etc., the investment of an e-commerce website needs at least several million to tens of millions of yuan of funds. A retail industry insider briefed reporters. Reporter survey found that the early investment in e-commerce, and the uncertainty of future earnings, let some traditional retail enterprises in Shenzhen hesitate to enter e-commerce.

Like other traditional retail enterprises in Shenzhen, Mao Ye's department store has a wait-and-see attitude towards B2C's e-commerce mode. Gan Ling, deputy general manager of Maui international, said frankly whether the company has been involved in e-commerce. Gan Ling believes that e-commerce needs to be accumulated. If there is no good profit model, hasty entry means burning money, and the company can not explain to shareholders. Huarun's relevant leaders also expressed the same concerns. It is understood that at present, Huarun Wanjia is only in Hongkong to test the water business of e-commerce, but in the mainland will also open shop under the main line.

　　 Expert weapon

Looking for the third way

How to find the "third way" of e-commerce, integrate e-commerce and traditional business mode, dig out its own profit mode and achieve the effect of "1+1>2"? It is a new "test question" faced by Shenzhen traditional retail enterprises in the new round of competition.

Li Tong, a Research Institute of Shenzhen Si Xiang polymerization Electronic Commerce Research Center, thinks that ordering on demand is simple, but in fact, this is the core competitiveness of e-commerce. Because many e-business enterprises rely on powerful IT system instead of traditional retailing enterprises in many process links, while basically ensuring "zero inventory", they can also ensure the shortest delivery time, thereby reducing costs and ensuring their competitive edge. "Every link and detail of online transactions needs to be re examined and improved by traditional retailers."

Su Huiyan, an e-commerce analyst at IARI, told reporters that the conflict between online and offline channels is indeed a problem that traditional retailers need to solve. Moreover, because online customers and offline customers are different consumer groups and customer needs are different, marketing promotion is also different from traditional retail means. But she stressed that traditional retail businesses also have their advantages in doing online stores. The first is the brand effect. Because the traditional retail enterprises have brand precipitation on the Internet, they will get more recognition on the Internet than the pure electric providers. Next is supply chain management. "E-commerce focuses on business and electronics is only a means of technology. Traditional retailers have accumulated many years of experience, and have prominent advantages in supply chain control and sales control.

In fact, for most e-commerce enterprises, it is difficult to grasp the supply chain of e-commerce, which is also a "threshold" for them. E-commerce based on Internet virtual transactions, although the whole supply chain is shorter than the traditional commercial supply chain, but it does not mean "simple". Because the period involves not only logistics, marketing, user experience, traffic introduction, etc. Once shop operators told reporters that the biggest problem facing online stores is supply chain. "For example, the order should be controlled to the extent of safety, and on the one hand, it should be avoided. At the same time, the time of shipment and the time of new listing will require the pulse of the quasi market." And the traditional retailers who have been immersed in China's retail industry for many years and have rich business experience are the strong points to control and market information in the supply chain.