WAL-MART Entity Shop Staggering, Business Development Lag

At the beginning of WAL-MART's entry into the Chinese electricity supplier field, its tentacles were launched in full swing to attack local B2C manufacturers in China. In the US market, WAL-MART online sales are second only to Amazon and even surpass. However, in the Chinese market, WAL-MART is facing a crisis in the field of e-commerce.

　　 Wal-Mart Last year, Internet sales increased by 30% to $10 billion, while Amazon's growth rate was 20%. In the Chinese market, WAL-MART is facing a strong threat from Alibaba and Jingdong.

Two years ago, WAL-MART was accelerating the development of local e-commerce. Online retailers There are three modes in the field, namely, shop No. 1, Sam's member store online shopping mall and new online shopping platform developed by itself. The layout of WAL-MART electric business in China is mainly dependent on the 1 shop, while the 1 shop has too few commodity types. The market share of No. 1 store declined this year. Data from the second quarter of 2014 show that compared with ALI, who occupies half of the B2C market, Shop 1 Market share accounts for less than 1.5%.

WAL-MART is returning to its original value, and the mode of WAL-MART in China is also moving closer to WAL-MART. In response to a reporter's written interview, WAL-MART also said that WAL-MART did not lose confidence or competitiveness in the Chinese market. On the contrary, it represented WAL-MART actively adapting to changes in the market. But the question is, even if WAL-MART comes back to its best, will its inherent mode still adapt to the rapidly changing consumer market?

In fact, WAL-MART has slowed down its expansion in recent years. According to the industry statistics, the average shop opening speed of WAL-MART in China was around 50 before 2012, but from 2013, the speed has dropped to 100 new stores in 3 years.

Under the impact of the Internet, consumer demand in China and the world has changed dramatically. Consumers who go to the physical stores have a strong demand for food and food, especially fresh food. Some non food products are gradually shrunk by the impact of the electricity supplier.

"The strength of foreign capital stores in non food category, the gross profit margin of this part is as high as 52%, but future consumers will shift the consumption power of this part to the electricity supplier, which poses a huge challenge to WAL-MART's foreign capital stores." Hu Chuncai, general manager of retail business and Shanghai Shangyi Enterprise Management Consulting Co., Ltd., told reporters.

On the other hand, local regional retailers have gone far beyond the foreign giants such as WAL-MART and Carrefour in terms of innovation, and their competitiveness is more than WAL-MART from the regional market. For example, Wuming in Beijing, Huarun in Shenzhen, Suguo supermarket in Nanjing, Yonghui supermarket in Fujian, BBK supermarket in Hunan, Jia Jia Yue supermarket in Shandong, the above local enterprises in the local market share and business ability surpass WAL-MART, Carrefour, TESCO and other foreign supermarkets. For WAL-MART, whether its success in the United States can reappear brilliantly in China, the challenge of "elephant" is not small.