What Kind Of Bottom Line Does The Supply Chain Give To Retail Enterprises?

From the 11. 11 of the national shopping carnival, it is the best example that the retail enterprises or alliances should fight or force to bend and get good results.

So, the first question is, where does the retailer's confidence and strength come from? The answer is hidden in the sixteenth China chain industry conference, which was held at the beginning of the month.

In a conference that brought together more than 2000 retailers, a topic not the theme of the conference haunted the venue and became the hottest topic of the conference - "deep ploughing supply chain", which is exactly the answer we are looking for.

Next, the second question is, what kind of bottom line does the supply chain give to the retail enterprises? The best answer to this question is to take concrete enterprises as an example to give a simple explanation. From the participating enterprises of the sixteenth China chain industry conference, I also selected two cases of Gome and Yonghui supermarket's deep ploughing supply chain cases, or brought some enlightenment.

In fact, from the 136 entity retail Alliance launched "lotus lotus action" to fight double eleven, retail enterprises have begun to deep plough the supply chain, but this is a temporary move, and has little reference to the whole industry.

On the contrary, the two enterprises selected by the author are all in the industry against the trend, and because of their outstanding performance, they are widely regarded as the pioneers of pformation. Their deep ploughing supply chain measures are worth further studying.

For example, Gome, the latest three quarter earnings report, pointed out that the seven consecutive quarter of growth in business performance was mainly due to its active layout and upgrading of the procurement, logistics and information platform around the "open channel retailer" strategy in the second half of last year, and to build the most complete home appliance retail supply chain in China.

Yonghui has attributed its sustained growth in quarterly reports to its excellent business management and supply chain integration capabilities. Combined with its differentiated operation based on fresh products, it has formed a core competitiveness that can hardly be imitated in the short term.

More in-depth questions come, how do they manage the supply chain? How does the supply chain support the achievement of business growth in the adverse market? This is the key that can bring inspiration to retail enterprises, and also the most concerned problem of retail enterprises in adversity.

The author tries to analyze the factors that affect the price, commodity, shopping experience and other latitudes that affect consumers' purchase.

The first is price.

As we all know, the reason why the electricity suppliers are able to grab the cake of traditional retail business is its low price.

Based on this, "lotus lotus action" 136 entities retail alliance also aimed at low prices, "for those who participate in the Chinese Shopping Festival, most of the entities are through or buyout or negotiate with suppliers to rebate profits, and so on, and the price of some hot products will be the lowest, even the electricity supplier can not get such a low price."

An expert interprets the low price of the supply chain to the entity retail alliance.

Gome first relies on its annual scale of over 100 billion procurement to enhance its bargaining power. Although this measure is not achieved by every retail enterprise, it is worth learning from its practice of changing the way of procurement to enhance bargaining power.

The key to this pformation is differentiated procurement, which reduces procurement costs, controls the control of retail commodities, and forms low price competitiveness with multiple procurement forms such as "one step price", differentiated underwriting and customization.

Yonghui's measures also have the same origin. It cuts off the cost bubbles from fresh sources. Compared to the "three batches" of other supermarkets, Yonghui supermarket's fresh products are flexibly applied through direct purchase, order agriculture and private base three to ensure low prices, such as the strategic agreement signed by Liuhe and the new hope, ensuring the bargaining power of Yonghui.

The next is commodities.

Consumers, especially young consumers, are willing to shop online. In addition to low prices, rich products, especially those customized products that can meet the needs of young people, are also factors that can not be ignored. This is also the core advantage of the 136 entity retail alliances. There is a limited category of goods sold by one entity. If the 136 entities share retail products, the richness of their products is self-evident, but this is very abnormal.

Gome's measures to diversive commodities through differentiated procurement are more valuable for retail businesses. According to quarterly reports, the proportion of differentiated commodity sales in Gome has increased to 32% since the three quarter of this year, supporting the continuous growth of consolidated gross profit margin and same store revenue.

Yonghui supermarket also uses a variety of procurement mode to ensure the commodity richness. In order to strengthen the resource organization of imported goods and high-end commodities, Yonghui focuses on the integration of supply chain resources with the cooperation of milk international and other companies.

In the procurement of fresh products, Yonghui will include the world's fresh base in the purchase range, including seafood, fruit and so on.

Shopping again.

。

When people buy pictures, they are happy. For retailers, it is necessary to ensure the comfort of consumers during shopping, and to ensure that consumers are satisfied with their purchases so that they can buy them again.

The author observed from abroad that for the field of home appliance sales, the traditional household appliance retail enterprises still have certain basic advantages. Because they own a large number of store resources, every store is a warehouse and logistics stronghold, which greatly improves the service ability and level. With a slight change, the service can be improved greatly. For example, the Argos of the UK, the main role of the store is warehousing, logistics, and other sales by directory.

While drawing on the experience of other countries, Gome also considered the differentiated demand of the Chinese people, not only set up a special experience area in the store, but also guaranteed the satisfaction of the consumers. After sale, the self built + third party logistics mode adopted by Gome is also of great value. It is built in order to ensure the logistics speed of the small goods in the first-line market, while ensuring the synchronous customer experience. In some areas with less volume, Gome chose to cooperate with the third party to make professional people do professional things.

Yonghui supermarket has also perfected the basic items such as sales environment, metering queuing, cash register queuing and so on this year. On the other hand, it introduced more technology elements to enable consumers to enjoy the pleasure of shopping in stores.

And the smooth implementation of the above three points depends on a key factor, that is, the early understanding of consumer demand and the anticipation of consumer behavior, which requires a strong retail enterprise.

This is also the key reason for the current retail enterprises' IT system.

Gome has taken measures to excavate "data gold mines" with information spades.

In 2010, Gome invested 1 billion yuan in a IT system, and developed a ERP system to make it a IT system tailored by Gome.

The on-line system enables Gome to realize the use of big data, understand and predict the needs of consumers.

Yonghui supermarket also pointed out in its third quarterly report that the company continued to promote the construction of modern logistics system and the construction of ERP information system. The strengthening of the backstage will build a long-term core competitiveness of the company.

Meanwhile,

As a business channel, it has significant marketing and data value.

As the only carrier in the Internet age to face customers, retailers can ensure that information security is based on the value of big data analysis and precision marketing contained in logistics corridors by building and controlling third parties.

This is also the information premium raised by the Gome self built + third party logistics mode.

Thanks to the deep ploughing supply chain, the two companies have also acquired the good results of the pformation template in the downturn of the industry.

According to the three quarter earnings report, Gome achieved a sales income of 44 billion 645 million yuan in the first three quarters, achieving a net profit of 1 billion 18 million yuan, an increase of 74.9% over the same period, and a consolidated gross profit margin of 18.6%.

In sharp contrast, sales of typical retail businesses increased by 10.5% in the first three quarters of 2014, and the growth rate dropped by 1 percentage points over the fourth quarter of last year.

Of course, when winter comes, spring is coming.

For Chinese retail enterprises, consumers' recognition of offline retail channels is the best.

According to the latest survey by Accenture, customers are returning to the store.

In the future, the proportion of shoppers who shop through physical stores has increased to 26% from 18% a year ago. 40% of Chinese consumers believe that the most needed shopping channel for retailers is online shopping, which is significantly higher than other channels. It is considered that the customers of physical store shopping are "very convenient / convenient" to reach 93%, far higher than that of network and mobile devices.

Of course, for retailers, it is a difficult choice to have a Fast Retailing layout or steady development in a highly market-oriented retailing industry.