XTEP Meets The Challenge Of New Retail: Embrace Internet Technology

How can XTEP rely on innovation to deal with the challenge of "new retail" in the tide of 700 million consumer online upgrading? CIO is a common question in the minds of 50 retailers in the new retail business system exchange and case seminar.

2017

Put forward the "3+ strategy" (product + sports + Internet +), how to implement the new strategy efficiently and accurately in the annual 30 million pairs of shoes and clothes, and IT driven business innovation, has become a major event of XTEP CIO Tang Kunjun.

It was not until June 23rd that the "all channel retail platform" built by XTEP and Ali cloud was launched. The XTEP CIO Tang Kunjun's elaborate Internet level infrastructure blueprint was finally formed and led XTEP to take the lead in landing the "new retail" fast lane.

Over the past 15 years, XTEP has built 63 systems in order to constantly solve the pain points. Many of the "grandparent" systems are old and complex, and even some system manufacturers' product teams have long been disbanded. XTEP needs to integrate many "extended service" systems into the integrated channel operation management platform under the integration of online and offline, in order to get the initiative of IT driving business innovation.

China's 700 million Internet consumers force retail enterprises to reorganize their organization, process and system.

XTEP became the first Chinese retail leader to build an all channel retail platform in the cloud using Internet middleware technology.

When finding the solution of the industry and fruitless, Tang Kunjun met Ali cloud and discovered the unique value of the "shared service center" structure and the "enterprise Internet middleware" products.

This product can help each department to interact online, use the full amount of data to form user profile, and recommend service based on tag intelligence to achieve "1000 faces," "precision marketing", "value-added services" and "intelligent decision" in the mobile Internet era.

Alibaba's Taobao, Tmall and Juhuasuan businesses have been using the self developed original technology for nearly ten years.

Zhao Jiehui, director of the enterprise division of Ali cloud, said that the cloud on the stage of enterprise data is of great strategic significance. Only the online market "live data" can become the compass of new retail, new manufacturing and new finance.

Tang Kunjun believes that user demand is becoming increasingly personalized, leading the industry chain to 2C consumers. New retailers are pforming from their own businesses to open platforms with "de centralization", and online mass data analysis meets the "long tail" market demand. This is the traditional ERP, SCM, CRM and BI can not be solved. We must use the Internet technology (big data, cloud computing, mobile Internet, intelligent Internet of things) to solve the huge demand of Internet consumer market.

XTEP relies on "

"Open up online shopping mall platform, auction platform, LBS platform, APP micro marketing platform, SMS platform, mobile mall platform, supplier platform, shopping mall chain platform, Wan Shang alliance and distribution platform, forming multi-channel integration and interaction to enhance user experience, stickiness and brand loyalty.

Zhong Hua, chief architect of Alibaba middleware, who helped XTEP build the retail system, shared important corporate and Internet architecture principles at the conference: "the more change is, the more attention is paid to sharing."

stay

In the new retail business, the supply chain is optimized through unified commodities, unified pactions, unified inventory and unified settlement. The user experience is enhanced through unified membership and unified marketing, and data driven precision marketing is realized through user portrait and shop location. No matter whether consumers come in from any channel entrance, they can enjoy the "pre service" service experience of "home at home".

Many enterprises CIO put forward "how to take the first step in building data platform?" Zhong Hua gave three paths:

(1) Gu Lixin: retaining the original system, building the central Taiwan structure with the new system, gradually settling the capability, laying a solid foundation for the pformation and reconstruction of the old system to the central Taiwan structure. The typical representatives are Sinopec, Guangdong state tax, Procter & Gamble, China chemical industry group and so on.

(2) smooth migration: while maintaining the normal operation of the existing system, gradually sharing the service center of the central and Taiwan stations, and ultimately completing the construction of the central Taiwan system and upgrading the system.

Typical representatives: Taobao, Hongling venture capital, Bosideng and so on.

(3) without reservation: the original system is difficult to meet the business requirements, and the new system is replaced by the central platform architecture. The typical system is XTEP, Moutai, China Unicom, KUKA and so on.

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