Enlightenment From The Pformation Of Retail Channels

In the tide of the whole channel pformation, every retailing enterprise is bound to beat waves and water, but the endowments of enterprises are vastly different, and the modes and speed are different.

The key to winning is to set aside the fog and keep away from the misunderstanding as soon as possible, carry out medium and long-term planning, make layout and implement blueprint, and then join in, constantly adjust the direction and pace, and become the leader of the whole channel era.

Concerned about young people outside the customer - "single passenger" is already a huge online consumer capacity of customers, in the next few years, "light family" and "growing family" online consumption power can not be underestimated.

Occupy the commanding heights of categories and scenes - identify key consumers, tap the pain points of demand, focus on the core scenario of consumers, and digitally use multiple channels to create convenience and enhance experience for consumers.

Online and offline integration needs to be developed - online and offline is not a zero sum game.

Online channels should not and can not only compete at low prices, but need to clarify their positioning and roles, and promote the operation pformation and integration of all channels under the offline channels.

From the traditional business mode to the full channel business mode, retailers need to build six aspects of innovation capability.

Customer acquisition and interaction - fragmentation of consumer purchase path.

To maximize consumer lock, retailers need to integrate digital means to attract customers, enhance service and experience differences, and retain customers.

With the increasing availability of commodities, retailers should not only operate commodities, but also "fans", and create new attractive marketing tools and interactive experience to create the unique charm of retail brands as the destination of purchase.

All channel category Planning -- retailers need to lock target audiences, portray consumption scenarios, understand the consumption frequency, expenditure and value appeal of the middle and offline lines of each scenario, and clarify the role of each channel in category development.

The positioning of different channels ultimately determines the combination, price and even packaging of goods on the line.

New products are introduced quickly.

In the competitive environment, the introduction of new products should not only match with seasonal characteristics, but also catch market hot spots and speed up innovation.

The new selection criteria not only depend on offline passenger flow, sales and gross profit data, but also on line drainage and conversion data.

New product detonating is not only a matter of category management and purchasing personnel, but also requires deep involvement in operation and marketing.

Traditional retailers should use the new ways of explosive payment, basket combination and pre-sale reservation to improve the contribution of single products.

Supplier cooperation management -- Tradition

The relationship between supply and demand is more based on the game of scale and brand power.

In the new environment, retailers have to face many new issues with suppliers: how to manage online display and display, how to allocate online advertising and drainage resources, how to design online content information, how to meet the ordering and replenishment and distribution of online orders?

In addition, retailers also need to actively develop new sourcing resources, and formulate special development plans for the potential potential resources under the offline resources, such as strengthening the direct production and standardized management of fresh sources, and developing new overseas supply chains.

Lean operation -- to meet the needs of online and offline channel, reduce the shortage and increase the order fulfillment rate, retailers need to solve two new challenges.

First, we need to establish a more precise and close demand forecasting capability, and gradually evolve from using the terminal historical sales data to predict consumer's behavior data, such as personal shopping basket data, and improve the prediction foresight.

The two is to improve the immediacy and pparency of the inventory order data information in various links of the supply chain, and flexibly cope with the more dispersed and frequently fluctuated orders.

In addition, in view of the different characteristics of high turnover and low turnover goods, retailers need to develop different supply chain operation modes.

Logistics and distribution services to meet the needs of consumers for distribution, retailers need to balance the logistics cost and service level, which is particularly important for commodity retailers with lower unit price.

To achieve the distribution economy, all channel retailers need to work hard in two ways: first, increase the order value, encourage consumers to buy goods of higher value at a time; two, make full use of local warehouses (store stores or behind the scenes stores) to reduce inventory and distribution costs.