Burberry London Flagship Store Will Open A Coffee And Dining Area.

The concept of "lifestyle" advocated by light luxury is affecting the apparel industry in a large scale, and the traditional luxury brands can not escape the duplication of this concept.

British luxury group Burberry Group PLC BRBY.L (Bob) plans to set up a coffee area at its flagship store in Regent Street, London.

The Burberry flagship flagship store, located at 121 Regent Street, 121 Regent Street, is the most representative flagship store. The 44000 square foot Regent Street flagship store has been built for more than 2 years, using the most advanced technology.

The restaurant's catering area will be run by its catering group Rocket Food.

Before Burberry Burberry, many luxury brands have already set foot in the catering industry, mainly based on Italy brand, including Giorgio Armani.

Roberto Cavalli and others have their own catering brands, but the brands of these brands are mostly independent. Giorgio Armani Giorgio Armani has set up a coffee shop next to the new store in Cannes in May 2013. It is the first time that the brand combines the two.

Burberry boboley's approach will be similar to that in Giorgio Armani Armani, Giorgio Armani, and a cafe area near the flagship store of Regent Street. It is said that the area will provide a full English menu, which is expected to be within 1 or 2 months.

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As for whether to extend this concept to other flagship stores,

Boboli did not disclose.

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First of all, he said he was very pleased to be able to participate in Yonghui's meeting because he was a Zhangzhou native in Fujian, but because of the reasons for his work, he had to go abroad all the year round. Now back to Fujian, it's like returning home. And like everyone else, he has been engaged in the sale under the supermarket line. I believe we will have a lot of common topics with you.

In his view, in the past ten years, the development of China's electricity providers has been developing rapidly, from scratch to electricity retail sales from 100 million yuan to 22000 billion, accounting for 10% of China's total retail sales.

From these data, we can see that at present, China's electricity providers show that e-commerce has gradually moved from C2C to B2C; the market has formed three echelons; the electricity supplier is dominated by Internet Co; the electricity supplier continues to make losses; the platform mode is riding on the dust; and the electricity supplier is moving rapidly to the mobile terminal.

Compared with the ten largest e-commerce enterprises in the US and the ten leading enterprises in China, he said that only one of the largest ten e-commerce enterprises in the United States was Internet Co, while only one in China came from retail entities.

From the comparison between the two countries, we can see that this is not only our problem, but also our opportunity.

In this case, he analyzed two reasons.

The first is that in the past ten years, the growth space of China's surface retail business still exists. Most of the retail sales in China have not been pushed to the corner, and enterprises will unconsciously choose a field that is most familiar with and best to develop. It does not "die" but the retail industry in the United States is very mature at that time, and it must strive to find a breakthrough.

The second reason is that e-commerce needs Internet technology, and China is about 6 to 8 years later than the United States in the spread of Internet technology and the growth of Internet talent.

"In the platform mode, the death rate of merchants is very high."

With regard to the potential problems of platform mode, Huang Ruo said that a platform needs to eliminate many sellers every year, so that enough new businesses can be replenish every year to maintain the sustainable development of the platform; the platform mode will cost socialized; under the platform mode, the profit is not directly related to the sales platform; besides, the platform mode also makes customers' shopping experience unstable.

"The profit path of retail industry depends mainly on gross margin, price difference and cost control".

For offline trading mode, Huang Ruo said that he has done so many years of retail sales, there is a very deep understanding, that is, a loss of more than 3%, there is no way to profit, in less than 3% of the scope can be managed, optimized supply chain, promotion and other means of regulation.

He divided the cost of physical retail in three 1/3 divisions. He thought that the rent was 1/3, the labor cost accounted for 1/3, and the office expenses such as depreciation and depletion accounted for 1/3.

The cost of electricity providers is totally different, and almost all of the electricity supplier's money is spent on Baidu keyword, subway advertising and other advertising costs.

Huang said that a company with low executive power is hard to stand out, and offline retail must emphasize executive power.

The reason is that the cost of offline stores is mainly manpower cost, and the coverage of offline stores is across regions, cities and provinces. Therefore, it is necessary to have strong execution, otherwise it will be difficult to survive.

"But I have to admit that the most important thing to do now is to innovate."

He pointed out that now that we are faced with a relatively new industry, we are faced with a rapidly changing market environment.

In today's era, although the role of executive power can not be denied, in the Internet stage, executive power is not necessarily the first element to determine its success or failure.

For offline retailers to do business, his advice is not to talk about optimization, supply chain pformation, and so on, so that it can survive first, just like a new born child, let the child weaned first, can walk first, and go to kindergarten.

Traditional enterprises must avoid wearing new shoes to take the old road to do e-commerce.

In the agricultural age, the most valuable land is the land; the most valuable industries in the industrial age are oil fields, factories, equipment and patents; but in the information age, this is a sales era based on human carriers, and the ability to control users on the Internet has the extraordinary value of enterprises.

Nowadays, great changes have taken place in value judgment. In the era of online retailing, the commodity carrier is the carrier. In the Internet age, it is a human carrier.

Finally, he also expressed his blessing to Yonghui and gave advice to Yonghui in the process of discussing the trend toward the electricity supplier and the Internet. He said: "this is the information age. It gives people a brand-new definition of commercial value. I hope Yonghui will pay attention to the human carrier in the development of e-commerce."