WAL-MART Competition Amazon Mode Traditional Retail VS Electricity Supplier NEW

Less than five years ago, WAL-MART also ignored Amazon, and only 1/4 customers procured on Amazon. P

But now, more and more cheap old customers and young people who are familiar with the Internet are turning to Amazon.

And the financial crisis is driving this trend.

WAL-MART's online retailing contributed less than 2% last year while Amazon jumped 41%.

In the long holiday season, procurement has also given way to Amazon.

In 2009, WAL-MART's online sales amounted to $4 billion.

This is basically negligible compared with the target of WAL-MART's total sales of 400 billion US dollars worldwide.

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Less than 15 years ago, no one would question Wal-Mart as a leader in technology, but many retailers today have the information technology of supply chain that is enough to match P.

After entering the twenty-first Century, I heard little about Wal-Mart's technological innovation, and when people talked about the latest technology in the retail industry, the first thing that came to mind was electronic commerce. Internet retailers such as Amazon (Amazon) and eBay have become leaders in technological innovation.

People not only ask why Amazon is so successful. < /p >

< p > < strong > < a > href= > http://www.91se91.com/news/index_c.asp > > Amazon < /a > take the lead in e-commerce. < /strong > /p >

< p > foresight.

As early as 1995, it was involved in e-commerce. At the same time, e-commerce as a new thing is still in its infancy. In the eyes of many people, e-commerce is still a new thing that can not be figured out in the future.

Amazon is taking advantage of the neglect of most traditional retailers to take the lead in building a scale and platform.

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In less than 17 years, Amazon has quickly become the twelfth largest retailer in the United States. It has surpassed many hundred years old stores, such as Macy 's or Staples! In 2011, the sales volume of US $48 billion ranked the top, which is more than the total sales of the next ten largest P networks.

Amazon maintains 30%--40% growth almost every quarter, while many traditional retail alligators struggle at 1--2%! /p.

< p > quantitative change causes qualitative change.

When Amazon has 160 million users and hundreds of millions of products, the explosive power of Amazon is rapidly released. It has become an irresistible force for every category. It has been able to sweep away all network rivals. At the same time, it has used the mobile phone parity function to drag the offline shop from the Internet into the war! Because of the limited physical store area, high rent, losing the price and the advantages of the category, the shop is temporarily at a loss and lost its armor.

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< p > win in the pattern.

Amazon's e-commerce development strategy embodies the advanced modular design idea. It has relatively independent, general and interchangeable characteristics in all parts, and has the characteristics of openness, integration and flexibility.

What is particularly worth mentioning is that whenever a new hot spot arises in e-commerce, Amazon can integrate it into its own system, and grow like the galaxy of the universe.

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< p > < strong > WAL-MART began to counterattack < /strong > < /p >.

Less than five years ago, WAL-MART also disdain a href= "http://www.91se91.com/news/index_c.asp" > Amazon < /a > only 1/4 customers purchase on P.

But now, more and more cheap old customers and young people who are familiar with the Internet are turning to Amazon.

And the financial crisis is driving this trend.

WAL-MART's online retailing contributed less than 2% last year while Amazon jumped 41%.

In the long holiday season, procurement has also given way to Amazon.

In 2009, WAL-MART's online sales amounted to $4 billion.

This is basically negligible compared with the target of WAL-MART's total sales of 400 billion US dollars worldwide.

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< p > 2010, WAL-MART set up a unified "a href=" http://www.91se91.com/news/index_c.asp "electronic commerce < /a" sector, and put forward a clear strategy of e-commerce.

Anytime, anywhere became the new slogan, and Walmart Labs, which is similar to R&D, was set up to accelerate the development and promotion of various application technologies and models for online sales.

Get on the Shelf project opened WAL-MART for the first time.

Pay With Cash facilitates 20% customers without bank accounts and credit cards.

Last January 15th, Neal Ashe was appointed as the new president and CEO of the global e-commerce business department to promote online retail business.

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< p > in order to deal with Amazon's scanning ratio, customers are not allowed to "sweep and run". WAL-MART launched Endless Aisle. Customers can order colors and sizes that they do not have when browsing clothes.

Amazon has an advantage in price, especially in some states that do not impose excise taxes, but WAL-MART online purchases are also very competitive on the same day.

Guided by customer needs, WAL-MART's various attempts came on stage.

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WAL-MART, the awakened WAL-MART of P, has made online sales of $7 billion 700 million in 2012, and is expected to exceed $10 billion in 2013.

What is particularly heartening is that WAL-MART's online retail sales increased by 30% in the first half of last year.

Far higher than the average growth rate of electricity providers in the United States 18%.

To this end, WAL-MART has expanded the electricity supplier sector (all electricity providers are expanding), doubling SKU, and trying small open platforms to invest in cross-border online retail (such as China No. 1).

WAL-MART uses 35 of the 4500 chain stores under the line as the operation center (too strong), which is basically within two days. Meanwhile, Amazon's growth has slowed down over the same period.

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< p > < strong > WAL-MART will achieve the advantage of surpassing Amazon by implementing the strategic pformation < /strong > /p >

< p > although WAL-MART's contempt has led to the current passive pursuit, WAL-MART has declared that it will not follow the Amazon's footsteps.

Therefore, there will be no radical online expansion strategy, and the market is still dominated by the offline market, and its electricity supplier strategy is in a complementary position.

After entering the 2014, WAL-MART's strategic pformation is speeding up, and more standardized convenience stores are being built.

The use of super stores and convenience stores together, everywhere, reasonable distribution, the supermarket into the community strategy, and with the power of e-commerce, with closer to the advantages of consumers, to provide more convenient + more choices + better O2O services.

For example, online ordering, community picking, cash payment for online retail and so on.

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In 2015, WAL-MART will add 385 to 415 stores, and the total number of stores will exceed 4200. P

At present, 2/3 of Americans are close to these stores within 5 kilometers, and the number of people will continue to increase in the future.

At present, WAL-MART operates 346 community stores and 20 convenience stores.

In October 2013, WAL-MART announced that it would invest more than 60-65 billion dollars to build more convenience stores and storage centers. In February this year, the budget was further increased to $6 billion 900 million.

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P >! , according to the new forecast, WAL-MART will increase 270 to 300 convenience stores in 2014, not 120 to 150 of the initial plan, and the 115 new super shopping centers in the same period remain unchanged.

This leads to the total retail area of WAL-MART will reach 21 to 230 thousand square feet by 2015, and the total retail area will be 19 to 210 thousand square feet.

We can also see that WAL-MART is building under the needs of the development of e-commerce, adjusting and optimizing the logistics delivery system.

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< p > < strong > Amazon mode VS WAL-MART mode < /strong > /p >

< p > a traditional retail giant, an e-commerce is new and is destined to have a pair of enemies.

At the very beginning, business concepts, patterns, management and technology were completely different, mutual disregard and exclusion. Now, from the competition of customers to the contention of online market share, they fight each other.

However, because of their different starting points, the understanding and application of electricity providers are quite different.

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Amazon P is doomed to run counter to WAL-MART.

WAL-MART advocated it, it must be against it, WAL-MART ignored it, it must be firmly seized.

Only a fool can repeat the road of WAL-MART, fight against the Big Mac online, and the WAL-MART giant can not get rid of the long line of accumulated advantage. It will only use the advantage of offline to rush to the line.

Naturally, the two will evolve into the two extreme modes of online retailing.

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< p > with the intensification of competition, the boundaries between online and offline are blurred. The collision between Amazon and WAL-MART is becoming more and more intense and there will be more and more conflicts.

We will not only see all kinds of electricity supplier technology, application and marketing innovation are rapidly put into the battlefield in order to expand each other's advantages, we can see how the online and offline comparison of this power, and even melt nirvana.

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< p > the integrated e-commerce platform and the traditional retail alligator will eventually need to achieve differentiated operation.

The big electricity supplier has lost time and historical opportunities when it wants to connect to the wiring. The huge body of the traditional retail alligator has dispersed its strength and energy. It can not abandon the line and disregard the electricity supplier to fight for the online competition.

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< p > the most likely situation in the future is that big electric providers and traditional retail alligators will be king of online and offline businesses.

Big business providers must set up operation centers and experience stores online to overcome the inherent shortcomings of the electricity supplier. The traditional retail predators will inevitably play the advantage of e-commerce to make up for the limitations of offline stores.

Finally, the development strategy of online and offline development is different, and the proportion will ultimately be different.

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The route of P and Amazon's WAL-MART is actually like balancing the two ends of the balance, maintaining a balance between tradition and change.

If all of them are heading in the same direction, the future market will lose balance and fall into the chaos of vicious competition.

As an online representative, WAL-MART acts as a representative of the line and echoes the two dollar market structure.

Differences exist, and struggle for development will reshape the new order and new standards of future market.

It can be said that WAL-MART and Amazon will definitely have the pattern and pattern of online retail market in the future.

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< p > WAL-MART's strategy is subordinate to the offline (the army is the main) while the electricity supplier strategy is the subsidiary strategy. Amazon has always highlighted the expansion strategy based on the online (air force) and the storage center as the support.

Finally, the essence of business is to win market scale and achieve profits.

The excellent dragon and tiger battle staged by WAL-MART and Amazon provide clear ideas for reforming the traditional market structure and rebuilding the new market structure in China.

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The meaning of "P > WAL-MART and Amazon war is not victory or defeat. The battle between the two giants is like competition between China and the United States. It is not the question of who will destroy it. It is terrible to push the other side into a dead end.

Duel is not a zero sum game, but a process of averaging the profit rate of the industry. It is the relationship between the enterprises that they represent and how to achieve symbiotic relationship in the new business age.

It is also a question of how to achieve balanced and simultaneous development on line and offline, rather than the polarization of current development speed.

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< p > < strong > inspiration to Chinese counterparts < /strong > < /p >

< p > domestic retailers are not only required to expand online and expand their traditional economies of scale, but also need to pay close attention to WAL-MART's e-commerce development strategies and innovative means to ensure that online markets can withstand the erosion of large online sales platforms.

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< p > 2012, the domestic big business platform launched an unprecedented price war.

This price war involves a wide range, long duration and far-reaching impact.

Jingdong, Taobao, Suning and other major business tycoons were involved, and finally led the NDRC to intervene and regulate market behavior.

The price war is not only the battle for the right to speak in online sales market, but also the dispute between the online and offline divisions of Chu and Han, and its essence is the battle for the next two yuan market pattern.

But there are still many irrational factors behind the price war.

For example, the price war is more often happened in the electricity supplier, and how many traditional retail chiefs remain indifferent or wait-and-see.

In addition, the homogenization of development patterns is the fundamental reason for the fierce price war.

It is worth pondering over the differential competition between WAL-MART and Amazon.

In the electricity supplier, China can no longer lag behind! Less price war, more innovation! < /p >

< p > also worth mentioning is that the domestic SF has inherited the ambition of WAL-MART.

SF will open 3 000 O2O chain stores in the country this year, aiming at CBD business circle and living community, promoting O2O across the board.

From this point of view, Shun Feng not only needs to be China's Fedex, but also becomes the offline retail leader of Taobao and Jingdong.

Will both of us be able to win the strategy? Let's wait and see.

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