Problems And Solutions Of Mobile Internet In Physical Retailing
So far, there are few successful examples of traditional business circulation enterprises. Even small outcrops are mostly third party platforms with little success in independent operation.
Domestic retail trade
At present, the mode of joint operation is widely adopted, especially in department stores.
In this mode, the shopping mall lacks the necessary ability to operate independently, and gradually pfers the right of operation to the supplier, which in essence becomes a "landlord".
The gross profit of the industry is getting lower and lower, and the joint mode has gradually been unable to meet the development of department stores.
The other big impact of traditional retail stores is the surge of online shopping in recent years. The rapid growth of online shopping can not help the traditional retail department operators to become nervous.
However, the real retail enterprises are faced with many problems when they fight for the network.
First, at this stage.
Online retailing
Business is still in its infancy, and it is still immature in all aspects.
The traditional retailing industry is going to enter the online shopping market. The problem we need to consider is how to integrate the sale and differentiation of online and offline businesses.
As far as the status quo is concerned, retailers lack specialized R & D services, do not specify their target customers and consumption needs, and lack their own business characteristics.
Secondly, after entering the Internet retail business, enterprises will be subject to various restrictions on the products that are linked to the Internet. The most direct one is the restriction of the price system, and the brand operators will raise objections to the price.
Even if a brand operator wants to start the online shopping market, the first thing to overcome is the problem of online and offline products.
Stagger or synchronize? However, the complaint of distributors is already an inevitable phenomenon. In the process of e-commerce, commodities will inevitably run online, sell fake products, and often lower prices, affecting the rights and interests of dealers.
Moreover, we should consider the organic combination of sales interaction and differentiation.
How to innovate and win from the red sea of the electricity supplier? I think, sometimes, as long as we make some improvements locally, such as making differentiated positioning and improving details on standardized products, we can gradually expand the new market of electricity suppliers.
In many people's inherent thinking, it is wrong to think that differentiation is the product needs to be born, and there are no similar products in the market.
In fact, sometimes we only need to make some small details improvement on the basis of the original standardized products, and give differentiated market positioning and brand interpretation to the products, so that the differentiation of products can also be truly reflected.
For example, we can focus on the field of home appliances and make such a platform to create a new market for home appliances.
Data show that the 2013 Electronics
Business market
It will reach the scale of 1 trillion and 500 billion yuan, accounting for 6.5% of the total retail sales of social consumption, so we can expect that the compound growth rate will be at least 40% over the next three years.
I think the difference between China and foreign countries is that there will be several relatively large projects in China's e-commerce. The US is the largest Amazon company. China will surely have several giant companies, because China is now growing faster and e-commerce accounts for a larger proportion of the total retail sales of consumer goods.
In addition, compared with the United States and other countries, most of the enterprises that do well in e-commerce in China are mostly engaged in e-commerce. In foreign countries, e-commerce is only a part of it. The traditional retail enterprises also have very good sales in online shopping.
From this point of view, the traditional retail enterprises in China will have great progress and play space in the future. At the same time, according to the characteristics of China's market, I think China will still have several big e-commerce platforms without relying on the third party strength and relying on its own capabilities.
Some people think that at this stage
Electronic Commerce
Cash flow is the most important, and the impact and sustainable development power is dependent on money and money burning. But I think this is not the most important thing. The most important thing is the growth of business and the rate of repeat purchase.
The most important thing we should pay attention to is users and products.
Only users and products can bring you income, talents and capital.
Every time investors come in, we should let people see that our enterprises are developing rapidly and expanding their product lines in a solid and rapid way, and users purchase two times in large quantities.
I remember people in the industry talked to me about the experience of online shopping users and the rate of repeat purchase. He cited everyone's example. Everyone thought that customers could be the benchmark in China, and the current two purchases accounted for more than 80%.
Although the cost increased by more than twice the cost of the replacement section, customers actually paid two times for the purchase, and these users affected more people around them to become customers of customers.
Finally, what I want to say is that when the traditional trade and distribution enterprises really understand the new opportunities and new troubles that the electricity supplier will bring, truly understand the value of informatization, may not passively do the recipients of information technology, and take the initiative to participate in and lead the information reform of the industry. At that time, the informatization and networking of the electric business will complement each other, and the innovation in the retail field will also be supported by these two points.
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