Hua Tang Mall Is Eager To Change From Scratch.

"In the past, Beijing Hua Tang was too obsessed with the price war, which fettered the development of enterprises."

When Imai Makoto was pferred to Beijing Hua Tang Yang Hua Tang, Beijing's closing shop plan was already in progress. He thought that the rest of the stores were not fully profitable, and there would be a possibility of further closing down.

Subsequently, the North Court store and Xizhimen store in the halls were closed and the right store will be closed in April 1st this year.

Fan Yanru believes that part of the reason for the adjustment of Hua Tang shopping mall is that the site selection is not very accurate. "Site selection is too chaotic and too concentrated."

She said that Japan had a "big shop law" to restrict the expansion of large retailers, but China has no relevant laws and regulations to restrict the expansion of large retailers in a certain area.

"For example, the right place store is actually very awkward."

Li Jingya, senior director of RET ruyd's strategic consulting department, said that its radiation is the area between the South Second Ring Road and the three ring road. However, the overall quality and consumption desire of Beijing's Nancheng population are located in the trough of the whole city, including the shopping mall of the first Grand Canyon in the South Third Ring Road.

In her view, this area can easily lead to the bustling area of the East and the city center, and the choice of a traditional department store in such a location is not competitive.

"The Japanese investment background of the shopping hall determines that the merchandise it operates has its own unique advantages, while the Japanese department store's meticulous management and high quality service level are all advantages, but these stores may not be reflected in Beijing stores."

Fan Yanru said that she had been studying in Chengdu's Ito Hon Tung hall shortly after her opening. "They usually work with the Meteorological Observatory for cooperation. If it rains tomorrow, they will adjust the display of goods after the opening of the business tonight, for example, umbrellas, thin sweaters and so on. The products that are suitable for changing weather will be displayed in a prominent position."

In 1997, Ito Yang Hua Tang (Chunxi Road store) opened in the center of Chengdu, which made a great impact on many merchants including the Wangfujing department store. Fan Yanru remembered clearly that she was still in Wangfujing group. The performance of the Japanese department store department attracted a lot of attention. After the company went to Hua Tang shopping mall to exchange study, she found that the Japanese enterprise could take the lead.

"Business management is very advanced, and the annual plan is very clear. Unlike domestic businessmen, it is only when the day draws near that they can think of a way to promote sales and do an activity."

And even now, we can do that.

There are few companies.

After the closure of Beijing's hate Tang, how to continue the services and product advantages of Japanese department stores, Imai Makoto hoped that the internal pformation would take the lead.

"Without these basic jobs, the pformation of money will only be a new image."

Imai Makoto confessed that the words "internal pformation" made people feel "empty", but he said, for example, the lack of awareness and knowledge of the goods of the staff in Beijing, on the one hand, is the lack of publicity skills, and on the other hand it may be an enterprise.

It's not enough, "so it's not the store's capacity," but "we should adjust our foundation first, and then push forward the next step."

In addition, Imai Makoto is still considering whether he can join the 7-11 sharing channel and commodity advantage of Ito Yang Hua Tang Group.

"In the future, we will consider selling some bread products with 7-11 cooperation."

Imai Makoto said that 7-11 of the group belonging to one group had many good food products, but because of industry policy restrictions, supermarkets in htang don't have the means to provide such goods. This may be solved later from the perspective of resource cooperation within the group.

In addition, Imai Makoto believes that the boom in Japanese travel has brought more people to know more Japanese brands, and many of these products have been sold in the halls. He hopes to attract these consumers to achieve such a re purchase demand in Hua Tang shopping mall after returning home.

"We didn't make a distinctive feature before, and led us to a closed shop now. We must return to the starting point and change the status quo from scratch."

Saegusa Fuhiro said, we hope that Hua Tang Yang Hua Tang can become a brand, so that customers can feel relieved, so as to survive.

At the 2015 supplier conference, he repeatedly stressed that the focus of the future pformation of Hua sugar hall is "service". "From now on, it is the key to success."

stay

It seems that the company's biggest worries and future development routes have been clear. "In fact, the present situation of Hua Tang is not to say how strange the market is facing, but that our business and commodity policies have gone wrong, and the market has changed. But we haven't followed the pace, resulting in no profit in three, five or even seven years, so we must straighten out."

He stressed that the store was not retreating, but by reorganizing the system through the store to improve the system.

"Provide customers what they really want, not compete with other stores."

Imai Makoto said that Beijing Hua Tang needs to find the freshness of service consumers from the source.

Including a change in the mode of cooperation with suppliers - Beijing Hua Tang will pform some suppliers into cooperative partners, and cooperate in depth from commodity design, production and sales.

On the other hand, Imai Makoto hopes that the senior staff and staff in Beijing can pform their ideas, get rid of the imprisoned price strategy and accept the new business models and concepts.

Imai Makoto believes that the concept seems empty, but if the internal changes, invest more money, and then how to optimize the environment of the store, all temporary solutions are not effective.

"Last year, we adjusted our suppliers and replaced them from a whole point of not more than 10%. Here we also build children's stores, although no brand adjustment is involved, but many departments are disrupting the reorganization," Imai Makoto said.

Saegusa Fuhiro said that after closing the right-wing store, the upgrading plan of Beijing Hua Tang has also been fully launched. "This month, the three year plan will begin to strive for the regeneration of Beijing hall."

But he did not want to say more about the details of the three year plan.

Perhaps in his view, the pformation of internal consciousness is difficult to quantify.

"There is a difference between the retail industry and the production business, and it can not be achieved through the production of hot products and a change. It must be repeated at a time, so that the final victory can be achieved through continuous insistence."

Imai Makoto said.

Just like frankly speaking, Beijing's Hwa Tong has been in adversity in recent years but has not learned from adversity. Hua sugar Yang Hua Tang does not want to give the "rebirth" pie. What kind of pcript can be acquired by "pragmatic" Beijing Hua Tang Hua Tang in three years?