Where Did The Reason For Over 60% Of Otlis Dystocia Come From?

Recently, the "ole vision" took stock of the project which was scheduled to open in the second half of 2015. In the late stage of the project follow-up, we found that there should be no more than 10 projects scheduled for opening in more than 20 projects.

What are the reasons for this? Next, please look at the details.

As a new force in retail business in recent years, orter has shown a trend of high growth. According to the relevant data released by the orlie vision, from 2014 to 2015, the overall growth of domestic outlets is nearly 20%. Under the stimulation of high growth, most enterprises hope to catch up with the wind.

A ride.

At the same time, as a typical suburban commercial and imported products, Ortles plays an extremely important role in pushing the integration of urbanization. Therefore, many developers have been playing the "orlies" brand under the stimulation of the above favorable conditions. Most of the enterprises do not aim at Teles himself. Instead, they hope to use otlis as a brand to enhance the value of property and investors. However, in the actual progress of the project, once the developer achieves his goal, Oteri J will largely die.

Because mature Ortles often produce very beautiful data, there are few examples of the pformation of Ortles in the case of numerous commercial entities.

However, according to industry insiders, orter is in the business positioning, project development period, and still is.

The amount of input is relatively large.

Otter, which looks beautiful, actually needs investors to have better asset evaluation and return on investment before investing.

However, due to the many good interests of Ortles, many investors have avoided Oteri J's assessment on subjective consciousness, or they have made a deviation to Oteri J's overall assessment. In the later stage, the phenomenon of capital chain fault is easy to occur, resulting in a lot of phenomena of dystocia.

Oteri J has been in China for thirteen years. In principle, Oteri J is no longer a new format.

But looking at the development of orlies in China, we will find that 2006 to 2008 is the period when Oteri J really began to grow.

After 2010, it was the overall outbreak stage of China's outlets.

Whether in the field of investment or traditional retailer, Oteri J is quite short of professional talents, and we also find that up to now, most of the ten top outlets of the country have traditional department stores background.

For other businesses involved in the outlets, the lack of professional teams will be a fatal injury to the whole project. At the same time, in the progress of some projects, due to continuous investment and no output, investors will lose patience with the management team and frequently change management team, which will also lead to confusion of project operators to a large extent, and delay or dystocia will become an inevitable result.

There are three levels of lack of brand resources. The first level is that many investors are overlooking the international market.

Because of the strong index and periodicity of many foreign brands for the entry of Ortles, many projects that are too much in pursuit of international brands can not be launched in investment promotion.

The second level is due to the overdevelopment of the domestic orlies project in the past. When choosing a project, branding companies will have factors such as city level, project quality, team management ability and other executives' considerations.

Especially in the same city with multiple outlets, there will often be a "vicious" brand grabbing war, which will lead to the rise of brand value, resulting in slow progress or excessive cost.

The third level is the investment team of the project itself.

We find that most of the mature orlies projects, even the newly opened projects, are excellent in terms of brand resources, brand mix and even brand appeal. If the team lacks these resources, the investment work of the project can be imagined.

In fact, there are many reasons for the failure of the orlies project, such as the judgement of urban capacity, the enjoyment index of consumer groups, and the assurance of project progress. However, we believe that the main reason for the fact that the project can not start normally is from the management team of investors and investors themselves.

If an enterprise wants to develop, it must have its own team.

A bunch of loose sand will float in the wind. A cohesive enterprise can not survive.