2014 In The First Half Of The Year, Retail Outlets Closed 160.

Over the past two years, more and more entity retailers have joined the electricity supplier's sequence. For example, the establishment of flying bull network by Da Yun FA, the establishment of big business group, and some regional retailers to build their own electronic business platform. It seems that the industry has reached such a consensus: to do business without electricity is no longer a problem. How is it going to be done?

Why do physical retailers need to make great efforts to do business? A fundamental reason is that "real" can not work, only playing "empty". In Wang's words, we should use light assets to layout the whole country.

A data is used to illustrate the crisis of physical Retailing: in the first half of 2014, retail businesses closed 160 stores, the highest in history. In the past few years, every industry crisis (such as the opening up of China's retail industry to foreign capital in 2004 and the financial crisis that broke out in 2008), despite the fact that retail chiefs are calling the crisis in the industry forum, business days are still very stable. But this year, businesses seem to stop crying, but one shop closes. In contrast, this kind of silence is even more frightening.

What is worrying is that even after being hurt by the shop, the physical retail industry still can not find a way out for the future. "Next 2015 is the time to plan for the next five years, but I really can't imagine how the enterprise will develop in the next five years. I also believe that this is the common confusion of most retail executives. A retail business strategic planning department official told reporters.

The "golden period" of China's retail industry for more than 10 consecutive years is actually a beneficiary of China's reform and opening up and the development of its economy. It enjoys three dividends: first, the dividend brought by the rapid economic growth; secondly, the dividends brought by China's urbanization, and finally the demographic dividend brought by the large number of Chinese consumption base.

After more than 10 years of rapid development, all kinds of dividends have been used up. The old retail business has been eaten up. On the other hand, the "successful experience" that retail companies have been able to make before it seems to be hard to get together. For example, the scale effect. Relying on scale purchase to lower procurement price and get higher supplier rebate, the marginal effect of this chain enterprise's repeated profit model has begun to appear. When you purchase a certain number of scale, even if you increase ten times, it is also difficult to reduce the cost.

This phenomenon is particularly prominent in household appliance chain stores. A household appliance chain store has formed such a model that it can gain higher returns from the scale advantage and make further use of the profit earned by investment outlets to further expand the scale. So snowball, enterprises step by step bigger. In today's context, this model is hard to get together, so it begins to increase its own brand and buyout the proportion of exclusive brands.

Let's take the approach fee as an example. The entry fee is a large part of the profit source in the traditional chain enterprises, but when the entry fee is increased a little bit or even exceeds the scope that the supplier can bear in the past few years, it is hard to break through in this respect. Taking a large retailer as an example, with the monopoly position in the regional market, last year, creatively put forward the practice of supplier's "bidding" admission, trying to crush the last drop of oil and water on the supplier, and the result was that the suppliers were fleeing.

Closing shop is actually not terrible. What's terrible is how to do it in the future. stay Internet Under the impact of waves, these years Retail enterprises Tried many innovations. For example, the earliest B2C, and then to the platform, and then to the popular O2O, although the theoretical level presents the prosperity of letting a hundred flowers blossom and a hundred schools of thought contend, but in the actual operation process, there is not a successful mode of running through.

BBK's monkey project was born under such a background. Cloud monkey is a localized O2O service platform. The theme of the platform is integration. APP Form, integrate thousands of alliance merchants. Wang Tian's idea is to use the cloud monkey APP as the core of the high and large platform project. There are also big logistics, defecation and so on, which form a closed loop together.

Although Wang fills confidence in the monkey project, it is also a business logic in theory, just like the O2O model developed by many retailers.