"New Retail" May Break The Traditional Retailers' "Electric Shock" Dilemma.

According to the world clothing and shoe net, recently, PWC, the head of the four largest international accounting firms, made an investigation of 350 retailers in the world.

The results showed that

The ratio of business to profitability is only 10%.

This result is surprising, because compared with pure electric providers, traditional retailers are more complete in logistics system, commodity distribution system, service sales system, and have strong manpower, material resources, financial resources and successful operation mode.

The traditional retailers with so many advantages should succeed in switching to electricity providers, but the result is just the opposite.

In fact, the traditional retailers encountered many problems in the process of "electric shock".

The reason is that the traditional retailers' understanding of the electricity supplier is not yet thorough, and the combination of online and offline has not yet reached the level of harmony.

In fact, the operation mode of traditional retailers and pure electric providers is flawed.

To solve their problems, online and offline integration is the correct mode of thinking.

The concept of "new retail", which was put forward last year, is just in line with this idea. It may become a way to break the traditional retailers' "electric shock" dilemma.

First, abundant resources and strong pformation capabilities, traditional retailers have the advantage of "electric shock".

Compared with the pure online business, the traditional retailer's "electric shock" really has the advantage of first mover.

The "electric shock" is more successful.

(Gai Pu), for example, analyze the advantages of traditional retailers in the field of e-commerce.

As one of the largest clothing companies in the United States, Gap hit the electricity a few years ago and achieved good results.

In 2012, its online sales amounted to $1 billion 927 million, an increase of 23.5% over the previous year.

Since then, Gap has increased its online sales growth target to $1 billion a year, and even plans to close its stores.

Last year, Gap and

Cooperation to implement store delivery service during its summer promotion.

In order to explore the advantages of traditional retailers like Gap, they can analyze the following aspects:

Attracting users: strong resource advantages can lead to traffic and cross channel promotion.

If a store wants to do business well, the first thing to solve is how to attract potential customers.

It is also a good idea to do business. The difficulty lies in how to create traffic.

Faced with this problem, many pure electric providers will spend a lot of money on marketing and promotion.

While traditional retailers have offline stores, they can play a great role at this time.

In the early days of "electric shock", Gap used a large offline entity store network to promote such as adding addresses of shopping websites to shop posters, orally recommended by the cashiers, and even setting up a machine for linking websites to provide customers with experience.

Transforming users: brand acceptance threshold is low, and pformation ability is strong.

After attracting huge traffic, the next step is to consider the actual pformation of users, that is, how to enable users to browse to real orders.

For pure electricity providers, most of them still need to think online.

But for traditional retailers, brand and reputation have long been erected, and pforming users will become easier.

The operation of the Gap store for decades has made its brand known to users. When users consider whether they want to shop in Gap's e-commerce website, the trust generated by the familiar will naturally be passed, so as to enhance the conversion rate of initial shopping.

Retained users: quality service, enhance customer loyalty.

After users have been successfully pformed, how to retain users has become a top priority.

At this point, after-sales service can be used as an effective means.

For example, the replacement service, if it is purchased on the pure electronic commerce website is not particularly satisfied with the goods, goods return need to be sent back, is a very troublesome link.

But traditional retailers are different, so users can get back to the physical store nearby.

Gap, backed by a physical store, can provide quality services to online users, such as changing the size of clothing and adjusting the length of trousers.

With the free service of the entity store, users can buy goods more confidently, so that the loyalty of users can also be improved.

It can be seen that traditional retailers have congenital advantages in consultation, after sale, product analogy, customer centripetal force and so on, which is beyond the reach of pure electricity providers.

However, in the face of 10% traditional retailers' "electric shock" earnings data, people have to think, in the process of switching to electricity providers, what are the traditional retailers' problems?

Two, the electricity supplier mode has not yet been thoroughly understood, the traditional retailers "electric shock" encountered many problems.

This problem can be analyzed according to the events occurred in several traditional retailers' electric shock.

In 2009, Metersbonwe began to build an electronic business platform, and in 2010, the "state purchase network" was formally launched.

Sales exceeded 300 thousand in one month.

However, 9 months later, BCN ceased operation because its profit was difficult to guarantee.

The main reason for the failure lies in the lack of predicament in the predicament and the lack of talents in e-commerce.

Although online has strong logistics, but it does not match the requirements of the electricity supplier.

In addition, Smith Barney's network technology is not enough to support online user access, resulting in poor user experience.

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In September 2010, Foxconn's e-commerce platform "Flying Tiger shopping" was launched.

But within the next 2 years, the mode of operation has been constantly adjusted, personnel movements have been large, and news of outage and bankruptcy has been heard many times.

The problem of flying tiger Tesco is that it has not been able to make good use of Foxconn's resources. The sources of goods are mostly two or three level supply channels, which are not stable enough.

In addition, the company wandered between vertical 3C and department stores, and internal consumption was serious.

In 2013, Yonghui supermarket's "fresh half of the sky" was launched on the website of the fresh e-commerce website, and the pilot project was launched in three places in Jiangsu, Zhejiang and Shanghai, and the cash delivery service was provided.

But on the line less than two months, its website label has been revoked, and the official website can not be accessed.

Although Yonghui supermarket has an absolute advantage in procurement channels, its experience in capital, logistics and online operation has led to its quick exit.

A few days before the results of the PWC survey, Messi department store, the old US retailer, said that the company's profits in every quarter of the fiscal year are likely to fall because of the increase in delivery.

In the previous month, retailers, Taghit and UrbanOutfitters, also said that the increase in digital orders during the holidays has affected its profits.

In the early days of the sprouting of e-commerce, traditional retailers looked down on the electricity supplier, and then discovered the advantages of the electricity supplier and got "electric shock".

However, due to online channel conflicts, conflicts with distributors, lack of experience in online operation, and the gradual deterioration of the e-commerce giants and the decline of network traffic dividends, the traditional retailers' "electric shock" road has encountered many obstacles.

Of course, there are many defects in pure electric business.

So the traditional retailers' thinking of "electric shock" is right. The key is to find a way to combine the advantages of the two.

The concept of "new retail" may provide a way of thinking to help break the dilemma.

Three, the new retail concept is the right way of thinking, perhaps to break the dilemma.

Last year, Ma Yun put forward the concept of "new retail" in Yunqi Town, that is, integrating online, offline and logistics.

With the further development of the Internet, the boundaries between the online and offline industries are becoming more and more blurred. For the retail industry, online and offline should not be antagonistic and fragmented, but should be combined to provide users with better services.

The standard of evaluating a retail mode is cost efficiency and shopping experience. It is the best way to make both the enterprise and users satisfied at the same time.

Try to use the concept of new retail to provide ideas for the traditional retail industry.

First, online and offline homogeneous prices.

Generally speaking, the main reason why consumers choose e-commerce shopping is the high retail price and poor experience.

Now we can see a phenomenon that the catering centers on the street are overcrowded, while the clothing retailers are very few.

This is because compared with other retail types, the price of catering customers is lower, while the cost of other retail costs is high and the price is naturally high.

Many people are accustomed to trying clothes online, and then go online to find the same money.

If the new retail idea is put forward, the solution is to integrate online, offline and logistics, and the retailer will form a unified price, quality and experience to provide consumers with more professional service system.

Second, the superimposed experience forms a new format.

The current electricity supplier platform has split the entity consumption process.

Shopping focuses on experience, and needs to be touched, seen, tried, and enjoyable in the process.

But in e-commerce shopping mode, consumers can only browse products on the screen, and experience links are removed.

In the concept of new retailing, the terminal should pay more attention to the scene of experience, and reconstruct traditional retail space through technology and hardware.

Traditional stores are developing towards digitalization and intellectualization, replacing old shelves, extending shop space and time, and constructing rich consumption scenarios.

Taking the consumption experience and customization service as the two functions of the terminal, such terminal mode will form a new form of traditional retail.

Third, the consumption scenario is refined.

Nowadays, consumers' shopping channels are increasingly personalized and fragmented, flexible and customized as the core, and the retail industry is driven by scale driven and standardized driving.

The consumption scenario is no longer confined to shopping malls and business centers. Large retailers are facing integration and restructuring.

With the spread of the trend of community consumption, community-based will become an important development direction of the future retail industry.

The essence of new retail is fine operation.

Now, Taghit, WAL-MART and other traditional retailers have started small entity retail store services, and it is estimated that in the near future, domestic retail business will also have this kind of operation mode.

Fourth, we should integrate various channels.

For the traditional retail industry, the pressure of cost pressure, the shrinking of profit space, the diversification of channels and the different customer experience have caused the dilemma.

The new retail industry emphasizes two-way interactive sales channels and online and offline integration, that is, the "full channel" mode.

With entity stores, big data, electricity providers and mobile Internet as the core, the interoperability of commodities, pactions and marketing data can be realized.

In fact, the core of the concept of "new retail" is user experience. It can maximize production efficiency and paction efficiency with the help of the Internet.

For the traditional electric providers who encounter the "electric shock" dilemma, the new retail offers a train of thought and method, which can provide an effective reference for the traditional retail industry to switch to the electricity supplier.

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