Analysis Of The Development Mode From Offline To Online

Strategy.

Unlike foreign countries, domestic retail entities are not the main driving force of O2O practice. O2O practice is a passive pformation strategy under the pressure of survival without clear strategic planning.

At present, the self built e-commerce platform of retail entities has become a chicken ribs. In the cooperation between retail entities and electric business enterprises, the launching and planning of various activities are dominated by internet giants, and retail entities can only achieve short-lived marketing objectives.

How to turn its marketing dependence on e-business system into a solid sale and form a self dominated O2O strategy is the biggest problem of retail entity O2O at present.

(understand how Internet giants operate O2O, see Jiang Hongjun's new book biography of heroes in Chinese Internet business).

Mode.

The department store, which has become an important part of retail business by means of joint venture system, has now become the next form of business to disappear in the rise of e-commerce, and the joint mode has become the biggest pain point in the pformation of department stores.

This is because, under the mode of joint operation, department stores can neither grasp the stock of goods in the store, nor can they grasp the detailed consumption situation of consumers and other peripheral information, which are exactly the most important part of O2O practice.

In addition, with the increase of commodity prices in the joint venture mode, it directly leads to price conflicts between its network channels and offline channels, and becomes a shackle in the practice of O2O in department stores.

Management.

The pformation of operation mode often challenges the management system.

Under the O2O practice, the online channel of retail entities is bound to have an impact on the interests of the shopping guide. Online shopping can not bring buyers' Commission, which will lead to a decline in the service quality of the shopping guide, thereby affecting the shopping experience of consumers.

In addition, online business is usually a kind of automated operation process instead of manual operation. Therefore, in order to achieve full channel operation, the standardization and standardization of its business processes are the basic conditions.

From the current part of the entity retail line, the business process relies heavily on staff's subjective judgment and decision-making, lack of standardized system and rules, and lack of support from the information system. These problems are restricting the process of O2O in the short run.

Talents.

E-commerce and retail entities are two different business systems, and there are great differences in channels, marketing, logistics and so on.

The infiltration of the retail entity system into the e-business system means significant adjustments in its management philosophy and style, organization structure, management team and so on. This change will inevitably lead to internal elbows, and the solution to this problem is the premise of the two win win.

Whether it is suing, WAL-MART, or the Wangfujing, Yucheng and other department stores, it is inevitable to face the dilemma of the introduction of e-commerce talents and how to effectively motivate the talent management mechanism in the retail entity system.

Flow rate.

Entry and traffic are familiar to Internet companies who are good at marketing, but for retail entities, it is a common problem for them.

For department stores, its self built platform operation is neither optimistic about sales volume nor sales volume. It is not only difficult to work with Taobao.

The number of electronic business platforms such as the first store has been counterbalanced, and it has little effect on helping the department store to walk out of difficulty or even close down.

Take the online shopping mall of Wangfujing department store as an example. Its daily average visitors and daily average page views are only 7800 and 24180. The single day turnover is less than 10000 yuan, or even less than that of a Taobao store.

Experience.

Retail entities

The practice mostly depends on the products developed by the Internet giants, such as micro-blog, WeChat, Alipay, etc., but the application of Internet platform products can only design business scenarios and experience processes according to the established products, and can not fully take into account their own positioning, target consumers, commodity combinations and so on. It lacks human nature and personalization, and basically stays at the marketing level.

The core goal of O2O practice is to enhance the consumer centric shopping experience under full channel operation so as to achieve "sustainable operation" and "profitability".

Obviously, bypassing commodity and supply chain management, focusing only on the fast marketing level, is contrary to the essence of O2O practice.

History has proved that no retailing enterprise has relied on marketing success to keep its foundation forever. This rule applies not only to the whole world, but also to distinctive China, which is applicable not only to retail entities, but also to e-commerce enterprises.

What is the core of O2O practice? It is customer value, not channel value.

Whether it is electricity supplier or retail entity, consumer centered, in the commodity information presentation, stock distribution, consumer experience, order payment, logistics, distribution, after-sales service, the key link of the whole business chain "internal strength" to enhance the overall, and form a closed loop is the most important part of O2O practice.