The Traditional Retail Industry Is In The Process Of Electronic Commerce.

P, 2014, jumei.com, Jingdong and Alibaba and other Chinese electricity providers have listed overseas, and their total market capitalization will reach trillions.

Behind this is China's 250 million active supplier of e-commerce, annual turnover of 18000 billion yuan and 5 billion packages that are pported to every street and lane in China.

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< p > electric business has changed the value of traditional product channel providers. In the past, the mode of "sitting and receiving money" has been gradually challenged. The electricity supplier with more pparent prices, better returns processing and quick distribution is in line with the needs of most Chinese consumers. The high penetration rate of mobile smart phones and the continuous upgrading of mobile networks have injected new impetus to the development of e-commerce.

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< p > how to change the traditional retailers, it seems that everyone shouted "I want to be an electric supplier". Investors are also actively seeking to successfully achieve the target of O2O integration.

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< p > < strong > traditional retailers open < a href= "http:// www.91se91.com/news/index_c.asp" > electricity supplier < /a > gate < /strong > /p >

< p > according to statistics, in 2013, there were about 22 large and medium scale retailers in China entering online sales, publishing new strategies or new e-commerce projects, including many A share companies.

Investors once regarded O2O as a "White Knight" in the retail industry, which can be seen from the stronger trend of O2O stocks than the Shanghai and Shenzhen 300 index.

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< p > > a href= "http:// www.91se91.com/news/index_c.asp" > retail < /a > the essence of the company is to buy low and sell high, and constantly seek the best cost of the industry. Therefore, A share retailers embrace the Internet is not a facade effort, and can not take O2O as a temporary hype theme of "market value management". Instead, it should bring more shopping convenience and value-added services to consumers through the integration with the Internet. The important thing is that it lets retailers reconsider the value of consumers, as a necessary bridge for retail enterprises to upgrade from B2C to C2B.

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< p > whether it is the layout of Suning or the layout of the whole channel of rainbow, the pformation of O2O is not accomplished overnight. Whether it is financial or time cost, it may be huge. From "store business" to "electricity supplier", the traditional enterprises need to change not only strategic thinking, but also business management thinking. The organizational structure, personnel composition and business process of enterprises need to be reorganized and optimized.

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< p > it is certain that the Internet will help the fine management and operation of the retail enterprises. Whoever is first to integrate with the Internet will be able to build competitive advantages earlier.

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< p > < strong > < a > href= > http:// > www.91se91.com/news/index_c.asp > US < /a > retailers enlightenment > /strong > /p >

< p > the competitive advantage of WAL-MART's supply chain management is a classic case of every MBA tutorial, but the layout of WAL-MART's business is slow.

As early as 1996, WAL-MART's walmart.com was on the line, but due to poor experience, its performance was not satisfactory.

In 2001, WAL-MART confirmed the long-term strategy of e-commerce, upgraded and upgraded walmart.com, but only after the real threat of low price competition between Amazon and other electricity providers in recent years did WAL-MART start to really build the electricity supplier.

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< p > 2011, WAL-MART upgraded the original sitetostore service to pickuptoday service. When customers purchase goods on the antenna, they can pick up the store on the same day, which greatly improves the inventory turnover and consumption.

In 2011, WAL-MART spent $300 million to acquire Kosmix, set up a Silicon Valley lab and develop APP. Its series of innovative applications include commodity navigation, electronic coupons and self service checkout services, which greatly improved the shopping experience of customers, which is conducive to improving the scale of customers and the consumption of single customers.

In 2013, walmart.com earned $10 billion in revenue, an increase of 150% over the same period last year.

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< p > in addition, the differential competition of traditional retailers is also an effective way to deal with the impact of online retailing. For example, the Messi department store in the United States has 20% proprietary and 25% exclusive distribution products, 20 of its own brands occupy 20% of sales revenue, and the gross margin of Messi's annual 40% is difficult to match with other department stores. It is worth mentioning that WAL-MART's self matching ratio is also as high as 80%.

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< p > thus, the core elements of the modern retail industry's winning are: the front stage needs strong IT technical support, and the backstage needs excellent supply chain management, storefront management and warehousing and logistics distribution management. After understanding the needs and precise positioning of the customers, providing competitive and cost-effective products, so differential competition is the effective way.

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