The Development Trend Of Mother Infant Retail Industry

Mr. Shi Qiong is a straightforward and decisive entrepreneur. Under his guidance, the baby friendly room has developed from a catalogue Direct Selling Company to a mother and child retail enterprise with an annual turnover of nearly 1 billion 900 million yuan.

As a Veterans of the domestic retail industry, the baby friendly room has rich experience in the sale of mother and infant products, and at the same time, she has her own unique views on how to maintain an advantage in the current competitive environment.

He mocked himself as a "grass root" but made the baby friendly room a famous mother and infant retail enterprise in East China. He said he dared not think what the future of the enterprise would be like. He just wanted to follow the rules and develop step by step. He also said that the market is changing so fast that the mother and infant retail enterprises must be alert and ready to change.

He is Shi Qiong, chairman and general manager of Shanghai love baby room business service Limited by Share Ltd.

Although the direct store is the only way for enterprise development, the baby friendly room will also make adjustments in the future strategic layout.

Shi Qiong said, now the baby friendly room is more open street shop, in the future he hopes to love baby room into the mall, and make full use of the advantage of shopping mall gathering ability.

And if we enter the shopping mall, the baby friendly room will compete positively with the children Wang and other chain brands.

In the domestic maternal and child retail industry, the baby friendly room is already a veteran. The business set up in 1997 is expected to have a turnover of 1 billion 900 million yuan this year.

Compared with the achievements of the baby friendly room, Shi said more difficulties and obstacles encountered in the development of enterprises.

"In 2007, we moved from directories to open stores. This decision is very difficult for us to have no experience in setting up shop.

It means that we have to start from scratch and put more energy into it. "

Actually, in 2007, there were two choices before Shi Qiong: first, continue to do so.

Two is the establishment of a physical store.

According to the assessment of his abilities and the judgement of future trends, Shi Qiong firmly chose the latter.

"Fortunately, with the support of investors and the understanding and unity of the company, we cling to our teeth."

Today, directory direct selling has been replaced by electricity providers. The baby friendly room has also secured a foothold in eastern China. Shi Qiong made a correct decision at the crossroads of enterprise development at that time.

However, every stage will face challenges at every stage. Nowadays, the problem posed by Shi Qiong does not decrease.

"The market is changing so fast that a strategy can be implemented for at least ten years, and now it will be adjusted in a few months."

The pressure of high-speed running makes him no longer idle. His mind must be vigilant and keep pace with the market.

In addition, how to make the staff of the whole company follow his steps and be ready to change at any time, and how to adjust the net site and the change of the commodity structure according to the change of consumption habits, is what Shi Qiong should pay attention to and solve.

Shi Qiong believes that nowadays there is almost no loyalty among consumers, and what businesses can do is to satisfy their needs as much as possible and provide them with better services.

"Shopping guide, membership score are all ways to increase consumer loyalty in the retail business. When other competitors do not have the two services above, they are the means of attack only when you have them. When everyone is at times, those two services are just defensive means."

At the same time, he also said that improving consumer loyalty is a long-term job and needs to be done in a long way.

And in this work that requires long-term efforts,

It is a very important part. It can be said that it is one of the most direct factors affecting customer loyalty.

"Customer interest is always higher than the company's interests" is one of the basic principles for the baby friendly room to handle customer complaints. Shi said that although this statement is very simple, actually it is very difficult to do it.

Because in nearly 80% to 90% of customer complaints, it is impossible to distinguish right from wrong. At this time, business judgment must be more conducive to consumers, while paying attention to attitude and speed.

"Once a little friend took a bath in us but accidentally scalded. Although it was not entirely our fault from the perspective of the process, we tracked the whole process of scald to the child and took all the expenses.

I told my colleagues that we should keep our hearts in mind. We can never make up for the scar and physical and mental injury left by the child. We must deal with this incident with a sincere attitude.

Until now, it has been more than two years ago, but the baby friendly room will call every month to ask the children about their physical condition and regularly bring gifts to see them.

Shi Qiong often warned employees that they should not be entangled with errors in dealing with customer complaints, but from the perspective of human nature.

Nowadays,

It has about 160 Direct stores.

In the view of Joan, one of the advantages of a straight shop is efficiency, the implementation of the headquarters decision is more in place, and the franchisee can never balance the relationship between the headquarters and the headquarters.

"What we sell today is brand of others, and service and idea are our core competitiveness.

Is every partner willing to sacrifice some profit points for the sake of service? The answer should be No.

I am not optimistic about joining. In my view, the current domestic parent and baby industry should be a relatively short term behavior, the future franchise will not exist.

Today, the baby friendly room has focused on the East China market for 18 years, and stores have penetrated into the 3 and 4 tier cities of the market.

"In the short term, we will still focus on the East China region, because it is rich here, and this is also the area we are most familiar with. We have a mature and efficient supply chain here."

At the same time, he also warned colleagues: "when expanding, remember not to be greedy and not to rush for quick gains and instant benefits.

Now the market environment is not very good, steady is always good.

"The days are not so good" is the most intuitive feeling of Shi Qiong's current maternal and child retail industry.

What he said is not good enough in two aspects: the bad environment and fierce competition.

How to promote the healthy and long-term development of the industry, he believes that operators should consider selling good products to consumers, whether they have given customers a better experience in selling, and at the same time be awe of laws and patience in running their own businesses. After all, "every entrepreneur actually wants to achieve great business".