Three Common Anxieties In Pformation Of Traditional Clothing Enterprises

In the pformation of O2O, the driving force of traditional enterprises has the expectation of sustainable development from the future, and the anxiety caused by their internal and external pressures. Usually, there are three kinds of anxieties: 1. Anxiety from peers or cross-border competitors; 2. Anxiety from the industry trend; and 3) risk anxiety from the original mode.

Transformation is a stage pain for sustainable development for any enterprise. For traditional enterprises, the driving force of pformation is not only from the inner expectations of sustainable development, but also from the anxiety caused by internal and external causes, which are stimulating anxiety, trend anxiety and risk anxiety.

First, the stimulation anxiety from peers or cross-border competitors.

From the retail industry, the offline market is facing various pressures, and pressure itself is not the source of anxiety. The real anxiety comes from the stimulation of peers or cross-border competitors.

In the pformation of O2O, this phenomenon is quite common. For example, the difficulties encountered in the pformation of O2O in the United States of America, there has been a text before the pformation of the retail apparel industry: the imminent urgency of the bloody storm, which refers to the decline of performance.

Therefore, because of anxiety, the speed and speed of the traditional enterprise O2O project are fast. If experience understanding is just WIFI and provide comfortable shopping environment, it is really not O2O pformation, but is redecorated by the name of O2O.

Majority

The pformation is not a real adjustment from the structure, but rather a relief from the anxiety caused by competitors, and the relief of anxiety usually takes the atmosphere of learning, learning not to learn its core, only learning its surface.

Smith's experience shops seem to tell the public that they are resolute in the pformation of O2O, but drinking coffee or listening to music in a clothing store seems to have deviated from the clothing category. But for the United States, this is also a way to alleviate anxiety. After all, the pressure from peers and cross border competitors will have to choose more scenes to make up for the defects. Instead, it solves the anxiety at the moment, but forget that the biggest pressure in competition is not from competitors, but rather the lack of competitiveness. Then, through the pformation of O2O to enhance competitiveness, we must also recognize the structural defects of ourselves.

Two, anxiety from the trend of the industry.

Traditional enterprises know more than anyone else. In the past business models, the way of profit is more direct, directly from the resources to the market, and some traditional enterprises actually undergo a round of pformation, that is, the pformation from offline.

But there are few successful ones.

The emergence of O2O has enabled traditional enterprises to find their own opportunities in this trend, and once again shift resources to online to build the so-called online offline interaction.

Such as Su Ning's online and offline prices is the same idea, which is why Su Ning's O2O pformation has been impatient for some time. Its anxiety also comes from seeing the industry's trend. In order to alleviate anxiety, it only plates resources, rather than turning resources into products and then forms online and offline service systems.

Seeing the trend of the industry does not mean that the traditional enterprises will take a step forward in the pformation of O2O.

O2O is not the electricity supplier mode. The replication rate of the Internet is faster, and the line is slower. If the two interact and connect, the rate will not be as fast as imagined. Because time and opportunity are the same, fast can not represent O2O, and the formation of O2O products is the key.

The core of the product is not the product itself, but the construction of product centric online and offline service interaction system.

Three. Risk anxiety from its original model.

Relations, backgrounds and even government are the most frequent words in the traditional mode of traditional enterprises.

The original mode has brought high-speed growth to traditional enterprises in the past, but it does not mean that its mode is perfect.

When the commercial property is the center of the department store industry, the rent is becoming more and more difficult to collect.

Online advertising is getting thinner and thinner. When offline advertisers focus on offline advertising, they no longer need to be over centralized. These risks are not enough to solve through previous relationships.

In the pformation of traditional O2O, the risk anxiety does not need to completely negate the past. Instead, it should pay more attention to the change of users due to the advent of mobile Internet. This change has age structure change, education level change, and consumption habit change.

The original model is not the root cause of risk. Users are changing. This is the real source of risk. Traditional enterprises are at the bottom of their bodies, thinking about the pformation of O2O through users' perspective and relieving anxiety. They do not break the past but really face the future.

In business, in the era of change, anyone is a part of it, let alone the development of O2O so far, perfect player has not appeared.

But it is certain that many of these players will have future giants like BAT.

O2O will also make business regionalization more obvious, so traditional enterprises can only find the source of anxiety in the pformation of O2O in order to make the right decision.

In the pformation, the most fatal thing is anxiety, because anxiety will make the enterprise blindly and blindly reflect on the past. In the past, Rome will not be built in a day, let alone the city of interaction between O2O and offline.