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What Are The Differences Between American And Domestic O2O Operation Experience?

2014/3/19 21:37:00 23

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USA O2O Operation Experience China Market

five items < a href= "http://www.91se91.com/news/index_c.asp" > full channel capacity < /a > respectively (from high to low ranking): /p >
 1, ensure the consistency of cross channel commodity price experience 
 this is a controversial issue in China. Recently, some experts have pointed out that Suning's performance decline is due to the same price on line and line. But this is a common sense problem in North America. If consumers see the same Messi store product, the price is different in online, physical stores or mobile terminals. The first reaction is that the department store system of is wrong. In order to ensure this consistency, the department stores in the United States will set some commodities for marketing purposes for marketing purposes, but they will avoid the appearance of different prices of the same commodity. 
 2, when there is a customer shortage of goods in a physical store, the experience can be directly delivered to the designated address from the store or from the warehouse, 
 this is a frequent occurrence in a physical store. When consumers find a favorite product, they are usually very depressed, and this is the most common phenomenon in department stores. In the context of the whole channel, consumers can inquire whether they are in stock or not, through their own intelligent terminals or at the store terminal, and then complete the shopping by express delivery. Although this business segment is very demanding from a consumer perspective, most American department stores failed to do so in the past, mainly because of the cost. But under the whole channel, because of the existence of virtual channels, the cost of distribution allocation has been optimized, so some department stores have begun to support this service. The vast majority of domestic department stores failed to implement single product management, and even the minimum inventory real-time queries could not be completed, so that the subsequent delivery process could not be completed. 
 3, which can track the orders of each channel in real time .
 in this regard, domestic e-commerce enterprises have done very well, but department stores are relatively lagging behind, especially in the context of O2O, the business logic of cross channels is more complex, and the test of technological development and system support of enterprises is more challenging. 
 4, experience of stable commodity classification in different channels 
 most department stores in the United States are in a mature stage with clear positioning, so they are very cautious in category management and will not easily expand their categories. Even in the face of new channels such as the Internet and mobile Internet, they will stick to their business characteristics and do "deep" rather than "breadth". 
 5, can complete the return experience of the virtual channel order at the store 
 US Department stores are relatively large in scale, so they can support this experience very well. The regional characteristics of domestic department stores are quite obvious, but such an experience should be achieved in areas where stores are concentrated. 
What is the reason for the discrepancy between Sino US O2O < a href= > http://www.91se91.com/news/index_c.asp > Business > /a > /p >
The main reasons for forming such a difference can be analyzed and summarized from inside and outside of enterprises. 
 strong > external influence: the driving force of the two O2O is different. /p >
 the main driving force of O2O practice in China is the Internet platform. As a platform, its products are universal, so department stores can only design business scenarios and experience processes according to established products when they are applied. At the same time, the platform, as an independent profit organization, needs to consider its own strategy and profit mode, so it is difficult to take into account the depth of operation of the consumer experience of department stores. 
"P" and the driving force of foreign countries is department stores themselves. Therefore, the starting point will take into account their own positioning, target consumers, commodity mix and other characteristics, focusing on improving the core consumer experience as a goal to carry out full channel sales. At the same time, most foreign department stores, after decades or even hundreds of years of trial, experience or numerous cycles and shocks, are well aware that retail is a marathon sport for consumers, which is launched around commodities. Therefore, each design will focus on two basic indicators of "sustainable operation" and "profitability", and marketing is usually just one of them. In contrast, domestic sales of traditional department stores in recent years have been decreasing rapidly, profits and survival pressures are very large, and the "quick" solution is needed to rapidly slow down the speed of customer churn. 
The core reason of strong > actually comes from within the enterprise .
 long term joint venture system, most of the department stores in China have actually formed the thinking of commercial real estate operation, and it is difficult to change the habit of not paying attention to commodities. In the context of the whole channel, it is still the "two landlord" thought of "field control". Because of the lack of technical basis for single product management, we can only bypass the core of retail management, commodity and supply chain management, and focus on relatively easy and effective marketing links. Most department stores in North America have their own proprietary businesses, and the investment and level of information technology are relatively high, so they can design a full channel experience based on commodities. 
Beyond P, marketing, where is the opportunity for offline retail "a href=" http://www.91se91.com/news/index_c.asp > O2O < /a > /p >
 because the sample is global collection, the key points mentioned in the IBM survey report do not necessarily constitute support for Chinese department store operations. But what can be used for reference is the methodology of decision-making in department stores in the United States, starting from the real concerns of consumers, and judging by common sense rather than from the perspective of management and operation of department stores or expert consultation. 
 in the past "old world" retail history, no retail enterprise has relied on marketing success to keep its foundation forever. This rule applies not only to the United States but also to the whole world, including, of course, the characteristic China. As a result, after receiving the flow support of the Internet platform, department stores are more needed to improve the "internal work" of the key link of the whole business chain to ensure the operating indexes of the passenger flow precipitation and repeated purchase. 
 as the key node equipment of all channels, the popularity of intelligent terminals will make it possible for consumers to experience seamless skipping in different channels. But for domestic department stores, single product management is a prerequisite technology. Indoor location technology similar to IBEACON is the key technology to achieve natural and smooth channel experience. Without the support of these two technologies and corresponding backstage systems, any form of O2O can only be carried out at the marketing level. 
At the end of the year, a group of key figures mentioned in the IBM investigation report will be cited as the end of this article: the proportion of physical store purchases has dropped from 72% in early 2013 to 72%, and the proportion of "physical shop trying online shopping" behavior has dropped from 50% in 2013 to 30%, which means that 70% of the consumers have been used to shopping directly in the virtual channel, and even the chance of the entity shop even trying to be "fitting room" is gradually disappearing. P