O2O How Far Is The Domestic Retail O2O Being Heated?

　　 "Two lines" estrangement not only wastes resources but also weakens experience.

Online ordering, offline stores pick up goods, inappropriate to return on the spot; or express delivery to the home, after sale can be returned to nearby stores or counters. For many consumers, this is a very tempting "dream" consumption mode.

But the reality is that there is an insurmountable gap between online shops and offline stores. It is not necessary to say that the online brand only opens on the electronic business platform, but even the large retail brands of physical retail stores spread all over the cities, and most of them do not realize this shopping mode. The usual practice is that online orders, from payment, delivery to replacement, must be online, including online payment and express delivery. Similarly, offline purchase is completely independent. In this regard, business salesmen often explain that online and store is not a system, and there is no connection between them.

This kind of online and offline split operation is a relatively simple and feasible way for many domestic enterprises or retailers who are eager to catch up with the pace of Internet thinking. Although the "quick version" business has also achieved good sales results, it can not conceal its weakness in resource allocation and consumption experience.

First of all, the waste of resources caused by returns is the most obvious. Online shopping online replacement, which costs extra time and money, as well as various transportation resources of logistics providers. A deeper layer, independent management of goods under the online and offline, can not achieve a more reasonable distribution between the two stocks. For example, a certain commodity is out of stock in the physical store, but it can not transfer goods from the stock line which is still abundant.

Consumers can not go shopping in a more efficient way without the circulation of commodities. If they look at a garment in a physical store but do not have their own size, they have to search and purchase the Internet themselves instead of assisting them to increase their purchases or purchases in the shop. This is not only a bad consumer experience but also a brand customer base.

Lu Bo Wang, founder of the Consultancy Co. Ltd., once said in a forum on "integration trend of brand online and offline". For a brand that is not very loyal to consumers, when people shop in a shop, they don't have the right size for clothes, and they will probably buy it in the next shop. But if there are computers in the store that offer more online options, there is a chance to retain customers instead of getting them to competitors.

　　 channel Differences between platforms and online roles at home and abroad

In China, this fragmentation phenomenon is very common, and is related to domestic enterprises' understanding of online business platform. In recent years, Internet Under the tide of the economy, building B2C mall and opening flagship store has become the first step for many enterprises to embrace the Internet. But in the subsequent operation, we found that "online" was only seen as a new sales channel brought by Internet technology. Internet stores are just being used as a tool to grab market share. In addition to some of the same price products under the same line, the online price is more of a relatively inexpensive network customization or brand new brand, and some of the discount products are sold under the off-season line. The reason why they do this is simply that online sales will not hurt the brand sales. Therefore, online and offline independence is what some companies want.

Abroad, the situation is quite different. Similar to O2O in China, "full channel retailing" is popular in foreign countries with the development of the Internet, especially the mobile Internet. Full channel retailing means that enterprises sell goods or services with consumers as the center, integrate entities, electricity providers, and mobile electricity providers to provide consumers with an incomparable shopping experience. Its essence is that the Internet and online are only a platform to help enterprises achieve seamless channels. The ultimate goal is to integrate services to consumers.

Messi store in the United States is considered a more successful case, and some people even attribute it to the "full channel" strategy. It is not complicated to adopt a "full channel" approach in Messi's department store. It includes the delivery of goods between the most basic channels, as well as the push of information related to location services, personal preferences, promotion preferences and evaluation. In addition, there are some intelligent applications based on mobile Internet. The idea is to choose which channel is not important, it is important to choose the brand of Messi.

If Messi store is far away from us, we can see the famous Spanish fast fashion brand ZARA, which has entered China. In China's official online shopping mall in ZARA, there are two ways to pick up goods and express services, whether picking or returning. Because its stores are new and shipped fast, the network platform can effectively meet the needs of consumers who can not keep up with the updating of stores.

　　 O2O Integration of problems to be solved

As early as last year's "double eleven", there was news that Tmall executives said that its O2O had to achieve a consistent inventory on line and offline, and online shopping could pick up and exchange goods online. Consumers can take part in the promotion of the brand shop fitting, and then pay attention to the merchandise by scanning code and so on, and make the order half off on the same day. This year, the "double eleven" curtain has fallen, with the exception of very few brands, but the realization of similar vision is still far from being expected.

The embarrassment faced by offline integration of domestic retail lines is closely related to the retail mode commonly adopted by domestic enterprises.

In foreign countries, the "full channel" mode prevails because the proportion of self operated mode in foreign department stores is relatively high, and the management of goods and supply chains can be more rapid, direct and effective. However, in China, the joint operation mode or pure site lease of the department stores leads to a very loose relationship with the commodities, so it is difficult to achieve cross channel coordination. Most domestic retailers begin to get involved in electricity suppliers from supermarket products, which also confirms this point from the side. Because most supermarkets are proprietary businesses of retail enterprises.

The same is true for manufacturing enterprises. The ZARA mentioned above also has direct retail stores, so it is easy to control. But in China, manufacturing enterprises will cooperate with different agents or distributors in different regions, while the entity stores have direct outlets and franchisees, and the electricity business may be outsourced to another professional operator. If we want to get through all channels, we must involve the cooperation and distribution of interests among different parties.

In view of the fact that domestic O2O convergence is still in its infancy, simplification may be helpful. The forum of a fashion brand mark Hua Fei, who is in charge of the "integration trend of brand online and offline", has mentioned that a city does not need all stores to support online and offline fusion services, as long as it chooses several well equipped shops and then radiates wider areas. This approach may have some reference significance.

In addition, the consumption habits of domestic consumers are another obstacle to the integration. Online businesses are seen as a choice to get preferential discounts rather than a more convenient way to get goods. The same price on the same line is a prerequisite for O2O convergence, but at this stage, if there is no obvious price advantage on the line, its ability to attract consumers will be greatly reduced.