Underachievers Counterattack: The Secret Of The 19 Years Of Big RFA'S Not Being Closed To A Store

Speaking of the retail industry, many people can freely tell WAL-MART, Carrefour, and even Yonghui and Huarun in China. For big business, it can only be regarded as a rising star in the eyes of many people.

But according to the China Chain Store Association, in the past 2011-2013 years, it has ranked second in the three list of China's fast moving consumer goods chain (Huarun 10000), which has surpassed WAL-MART (third) and Carrefour (fifth).

The pformation has taken the title of "King".

From the initial storage to the hypermarket, from the initial insistence of the national unified structure to the large area system, never wanted to do business to try O2O, big RFA has been in pition.

According to the annual report data, it has not been closed before big RFA, and it may not be closed for a long time.

The rents of the big RH operating lease rose from 1 billion 169 million yuan in 2010 to 2 billion 45 million yuan in 2014, and the total turnover increased from 2.1% to 2.4%.

In the first half of 2013, the rental income of big RFA was 1 billion 95 million yuan, while the site operating lease expense was 1 billion 9 million yuan, and the rental income was already higher than the expenditure.

In 2014, the annual compound growth rate of the big RFA business was 15.3%, while the rent growth rate was 21.6%. The gap between rents and incomes of Da Yun FA has been increasingly widening. Revenue has already exceeded expenditure of 177 million yuan, which means that the market rent is only enough for the supermarket, and the rental fee in the supermarket is zero, and the supermarket can get hundreds of millions of yuan income only by subleasing.

From this we can predict that as long as the principle of prudent site selection is maintained, it will not be necessary for us to close the shop in the future.

According to public information, Da rfat is a large chain store in Taiwan (hypermarket), created by Yin Yanliang, President of RT group.

In 1990s, the textile industry in Taiwan was faced with the threat of high labor costs and low price competition overseas. The textile industry gradually entered the fate of the sunset industry in Taiwan.

Therefore, RT group began to seek pformation, expand the scope and scale of its investment business, and set up big RFA in the retail field in 1996.

In 1997, Da rfat entered the mainland market, setting up Shanghai RT mart and Ji'nan RT Mart respectively.

At that time, its operators mainly came from several industrial enterprises in Taiwan, and the retail industry was a layman, so the big run hair imitation imitated the WAN Kelong, and adopted the warehouse mode operation.

In July 1998, the first store opened in Shanghai was warehousing supermarket mode. After its opening, the profit situation was not very satisfactory. Carrefour, WAL-MART, lotus and so on were in the big cities of Beijing and Shanghai, and the expansion trend was aggressive.

When I arrived at the third store, I realized that the situation would be very unfavorable if I continued to persist in the development of big cities, so I shifted my focus to the two or three tier cities in some wealthy provinces of East China and Southern China.

In order to adapt to the two or three line market, CEO Huang Mingduan, a big business development area, pformed the large ROFA warehouse which was originally purchased for Industry and commerce into a hypermarket model that ordinary consumers can enter. It also divided the mainland market into five regions: East China, North China, central China, Southern China and Northeast China, so as to achieve localization as soon as possible.

In order to introduce a more international operation management mode and to further strides towards international chain business, the roft group of ROFA group joined the French group of Auchan group in 2001.

Ru Tai Group pferred 1 billion 573 million of Taiwan's RT 67% shares to Auchan group, and became a foreign joint venture company.

At the same time, the two sides set up the Hongkong sun Holdings Company in Hongkong. According to the equity agreement at that time, run Tai owns 66.38% of the mainland's big run fat group through Hongkong sun holdings, while Europe holds 33.62% stake.

2008 is a key point of big RT.

In 2008, the number of stores in the big Rand mart market was 100%. Huang Mingduan completed the goal of "opening 100 stores in ten years" by Yin Yanliang. Moreover, Huang Mingduan believed that the scale of more than 100 stores in the Chinese mainland market meant that it could compete with the world's best players.

In the form of the big market, the big run hair is doomed to have a fight with WAL-MART and Carrefour.

A set of data released by China Chain Store Association in early 2009: in 2008, there were 101 stores in mainland China, with sales revenue of 33 billion 546 million yuan and annual sales of 332 million yuan per store. At that time, there were 134 stores in Carrefour, with sales revenue of 33 billion 819 million yuan and annual sales of 252 million yuan per store.

The sales volume of Da RFA single store is 80 million yuan higher than that of Carrefour. Besides, it has calculated that the annual sales revenue is less than 300 million yuan, which is very small compared with the 33 stores in the market.

Explanatory notes: the shares of Da Yun FA are not directly listed, but run by RT group, a subsidiary of RT group (later renamed as RT world, holding 16.7% of China's RT mart) and RT construction (later renamed RT innovation, holding 10.85% of China's RT Mart share) and 67% of France's Auchan group.

In 2009, Da Rand came to a great outbreak.

In 2009, big business (including Auchan) reached 45 billion 400 million yuan, occupying 11.2% of the market share, and WAL-MART (including trust mart) was flat, more than Huarun venture (9.8%) and Carrefour (8.2%).

At the same time, it has become the first in terms of single store sales.

In 2010, Auchan and Ru Tai restructured their shares and injected most of the shares of big Rand and Auchan into the new company, Ji Xin, which owns 49% of Jilin Xin, while Europe holds 51% of capital stock.

In the new shareholding structure, Kyrgyzstan became the controlling shareholder of Gao Xin retail of listed company, holding 59.16% of Gao Xin's retail interest.

Auchan and run Tai also held 11.26% and 18.91% of Gao Xin retail respectively.

In July 2011, Gao Xin retail of big Rand and Auchan joined the market.

Da RFA's attempt in the field of electric business is still a "backward student". Huang Mingduan once said that the retail store grew rapidly under the big RFA line, making money was very easy, and he had never seen the electricity supplier mode before, so he did not want to do the electricity supplier.

In 2011, he had talked with Jingdong CEO Liu Qiangdong and Jingdong investor Gao Ling capital Zhang Lei, and saw that the loss of Jingdong was as high as 1 billion 700 million yuan, which was very frightening.

Let Huang Mingduan have to enter the electricity business idea is the 2012 Ma Yun and Wang Jianlin set up a billion dollar bet, when the two sides bet 2020 electricity supplier in China's retail market share is able to exceed 50%.

At that time, it also faced with the crisis of reduced volume of physical stores. Huang Mingduan felt that instead of being diverted from the electricity supplier website, he would rather do business to win new customers.

In June 2013, DL announced that it had entered the electricity supplier and bought the domain name "flying bull net" in July.

In January 2014, the flying bull network was formally launched, and the flying bull network existed in the form of an independent subsidiary. Huang Mingduan personally took the lead.

In June 2014, Fei Niu announced that it was working with O2O to launch the project of "thousand villages and thousands of Pavilions". The so-called "thousand villages and thousands of Pavilions" was to open more than ten thousand online shopping experiences in one thousand villages and towns.

In December 2014,

Announced the launch of fresh businesses, and received 500 million yuan of Gao Xin retail capital increase to ensure its subsequent development.

At the end of December 2014, the grand Hyun fat convenience store, the "hi tech" cloud supermarket opened, and the hi tech cloud supermarket used physical + image scanning code + online ordering, docking the big RFA store and online shopping mall.

In 2014, sales of flying bull net exceeded 200 million yuan.

Data show that Gao Xin retail sales in 2014 net profit of 2 billion 908 million yuan; 2013 net profit of 2 billion 775 million yuan, an increase of 4.79% over the same period, but Fei Niu net lost about 162 million yuan.

In May 2015, Gao Xin retail bought 54.5% stake in Futian network, a high-end e-commerce site.

The main audience differentiated from Fei Niu net is China's ordinary family. Through the field network, Da Yun FA can expand the online audience to the high-end crowd.

In June 2015, the big fat run online flying cattle mall officially opened third party businesses to enter the platform, the main purpose is to

。

In September 2015, the flying bull online purchased around the world and set foot in cross-border electricity suppliers.

In September 2015, Da RFA invested in the campus O2O "school huh Ho" and gave its support in supply chain and logistics.

Huang Mingduan once said that the goal of flying bull net is to make the top three of the domestic electricity supplier in 5 years. Now choking over the past 2 years, it is not known whether the flying bull network can "bend overtaking".

But if we want to be "the top three in the B2C industry", we still have a long way to burn.

Fortunately, Huang Ming is very open-minded. He once said that for the development of the flying bull network, the group's capital was ready, and there was no cap.

The future of Fei Niu net can not be expected. However, it is a fact that it has not been closed for 19 years.

According to Yuan Bin, a joint CEO of Fei Niu net, the reasons for not closing the shop are: 1) in the past few years, big RH has accumulated high-quality supply chains, including high-quality supply chain sourcing from the source, and when the economy is in a real downturn, suppliers are more willing to stand with RT.

2) the quality of operation is high, the average sales volume of the national average store is more than 300 million, the competitor may be less than 200 million, and the efficiency of big RFA is relatively high.

3) because big RFA is a member system, there are many interactions with customers, and customer loyalty is relatively high.