It Is Inevitable For Shopping Malls To Withdraw From The Stage.

< p > after all kinds of hearsay, the final attribution of Tesco has finally settled. Huarun has swallowed Tesco's Chinese business, and as a symbol of face, Tesco has remained 20% of the shares shyly.

This also means that ten years ago, Tesco entered China with the acquisition of Tesco as the starting point. Finally, with the frustration of being "a href=" http://www.91se91.com/news/index_c.asp "acquisition" /a ", it ended up in the market of Chinese mainland, which is full of unlimited opportunities.

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< p > by the way, the brand influence of Tesco is not too small. The 135 shops in China can't be underestimated. Why do we have such a field? < /p >

"P." in fact, we carefully recall the experience of foreign companies over the past few years in mainland China, and we will not be surprised by the withdrawal of Tesco.

First of all, the retail giant WAL-MART, who once made an ambitious takeover of trust mart and then expanded rapidly in China's two or three tier cities, then closed dozens of poorly performing supermarkets after a sharp drop in profits.

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< p > Carrefour is regarded as a relatively good foreign enterprise in the Chinese market. As early as six years ago, Carrefour's performance was still the leader in the supermarkets of foreign enterprises, and the business in Shanghai, Beijing and Wuxi was booming, and the profits were also very impressive.

Carrefour stores in China now have nearly 300 stores. How is their business? < /p >

< p > Bo Ge worked in the supermarket industry for six years. If a store wants to make profits, its turnover should be guaranteed at least 200 thousand per day and the number of customers should be stable at 4000 or more.

Ten years ago, in a relatively small number of supermarkets, 8000 customers in a store were relatively simple. Now, with the surge in the number of supermarkets, it has been difficult to maintain the number of visitors to more than 4000.

In addition, with the rise of e-commerce, the number of customers buying clothing, electrical appliances, books and food in supermarkets is becoming lower and lower, resulting in smaller profit margins in supermarkets.

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Less than P, Huarun has annexed Tesco. Its number of stores is close to 4000, with annual sales volume of about 120000000000 Yuan, which is already the undisputed boss of the industry.

However, it seems that the days of the boss are not so good.

It is said that Huarun's performance has declined continuously, and net profit has dropped by 30% compared with the same period last year.

Annexation of Tesco is now estimated, and the level of profitability is expected to decrease.

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< p > > a href= "http://www.91se91.com/news/index_c.asp" > Huarun group < /a > has rich formats. As with most Chinese enterprises, Huarun has the same rules and faults, but its disadvantages are not obvious and its advantages are not outstanding. This also means that Huarun's promotion space is often limited.

What Bo Bo is more worried about is not the space of profit, but whether the change of economic situation is conducive to the development of Huarun.

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< p > at present, WAL-MART has vowed to dig deep into the three or four line cities in China, but this kind of heroic words in the eyes of Bo Ge is nothing less than a blind man Gong himself.

China's second tier cities have reached the end of their business hype. Where can the three or four tier cities go? Facing the rise of Alibaba, Jingdong, the first class store and other e-commerce dominated wolves, Huarun's life is actually not good at all.

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< p > in fact, the failure of "a href=" http://www.91se91.com/news/index_c.asp "Tesco > /a" in China is not an isolated case. Before, best buy, Wan de Cheng, Martha general merchandise and so on are not much better in China.

Some people attribute this to acclimatization. In fact, the deeper reason is that the situation is changing too fast. The changing land of China's magic land makes it impossible for traditional enterprises to adapt quickly.

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< p > looking back at the new aristocrats such as Alibaba and Jingdong, who can guarantee that their future will not repeat the mistakes of Tesco, even though they are now making a living in the wind and water. There are Amazon covetous eyes, with WeChat and other nobility of coveted couriers, and even the express SF can get a share in the market. Ma Yun and others are still on the ice.

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< p > so many people lament that money is not easy to earn. Indeed, there is so much money that the number of consumers will not increase significantly.

How to adapt to the situation in the tide of change is a question that every entrepreneur should think deeply about.

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< p > Tesco has gone, and its passing may be a prelude to the separation of industry! < /p >