Shoe Enterprises Innovate And Adapt To New Retail Environment

Even with strong supply chain, capital and other resources, in the face of shocks, not all the retail giants will be like Ali Tencent market upstream.

Now let's look at a real set of data:

Red child: in September 2012, Suning gave 66 million dollars to buy all the red children's shares and shocked the industry.

It means that the total investment of the investment institutions behind the red children is more than 40% of the total investment of US $120 million.

BELLE: in April 18, 2017, BELLE valued HK $53 billion 100 million.

The market value shrank by nearly 2/3 compared with HK $150 billion at the peak of market value.

Daphne: the market value dropped from 17 billion to 1 billion 600 million, shutting down 1000 stores, closing 3 stores on average, and laying off nearly 10 thousand people.

After several failures, such as closures, shops, layoffs and so on, these retail giants failed for many reasons, but in the final analysis, they were not satisfied with the new retail environment and were wrong with consumers.

How can a new generation of retail giant remould itself in order to maintain the precarious "Jiangshan"?

In those days, the merger of suing red children was once a shock to the whole industry: in September 25, 2012, suning.com bought a wholly-owned red child of mother and child B2C platform at a price of 66 million US dollars.

From 2008 to 2011, the performance of red children was not satisfactory.

Although the annual sales volume exceeded 1 billion yuan in 2011, registered members reached 7 million 500 thousand, and the repeat purchase rate exceeded 50%.

However, losses are continuing.

Because the consumption radiation time was short and the user stickiness was low.

It has never been optimistic about the market.

Then red children began to pform to pure e-commerce mode.

When the red kid was bought by Suning, this pformation turned out to be a failure.

How to change: layout the whole channel, expand the supply chain

Based on the concept of "smart retailing", Suning red children are working together to build a big ecosystem of mother and baby service, and achieve comprehensive upgrading of channels, brands, services and experiences.

By 2020, the number of stores is expected to exceed 500.

While fully occupying the 123 tier cities, Su Ninghong's children will also gradually enter the suning.com Direct stores nationwide to achieve a comprehensive coverage of the 1-6 tier market.

O2O based full channel resource advantages.

Shops really integrate online, store, home, and other consumer scenarios, such as self-service orders, self-help payments, smart shelving and other "black technology" to support the first coupon and then consume, that is, buy, pay, go, so that shopping is more convenient and affordable, and does not have to wait in line for payment.

On the basis of regular services, Su Ninghong's children continue to add value added services, and users need to go to the store to have a one-stop "eating and drinking, playing and buying" comprehensive needs. At the same time, they will also enjoy all-round services such as childcare, finance, medical treatment, Home Economics, education and training, entertainment and leisure.

2. BELLE: from brilliance to delisting, the market value shrank by nearly HK $100 billion: the product homogenization, the pformation of electricity providers did not exert force.

In July 27, 2017, the official website of BELLE announced that the privatization proposal was effective and formally delisted, and the "one generation shoe king" ended.

BELLE valued at HK $53 billion 135 million.

In the most brilliant 2013 of BELLE, market capitalization was more than HK $150 billion, and its market value shrank by nearly HK $100 billion.

BELLE launched a series of acquisitions immediately after its listing.

Industry layout and distribution capacity.

With the development of e-commerce, this mode of distribution is invincible.

But with the rise of the electricity supplier, BELLE's construction of moat deformed by channels is nominal, or even negative.

The overall depression of department stores, serious homogenization of brands, slow iteration of product updates, and weak pformation of electricity providers caused BELLE to go from bad to worse.

How to change: holding Internet giant thigh, landing new retail

In March 8th this year, with the help of Queen's Day atmosphere,

Brand and Tmall cooperate to open a flash shop in Shenzhen.

BELLE brought 10 million sales quota.

Obviously, the planning of BELLE + Tmall intelligent store is successful.

In April 18th, BELLE joined hands with Tencent to further deepen digital cooperation.

We should popularize the plan of "excellent MALL" in a comprehensive way.

Through big data, it helps stores to optimize management in personnel deployment, display adjustment, and goods renewal.

In addition, BELLE has also deeped the integration of offline retail scenes with AI technology, and dug up the deep relationship between "people, goods and markets" under the retail scene, and jointly built a new mode of intelligent retailing.

In 2006, Daphne began to enter the threshold of electricity supplier.

But at that time, Taobao was only on line for 3 years. Jingdong has just started to focus on e-commerce, and its business is immature.

In 2009, Daphne entered Tmall.

But for Daphne, genuine products can be guaranteed, convenient and cheap but no advantage.

Since then, Daphne's internal executives have been adjusted, and the business sector has no leaders, and business has basically stagnated.

Daphne's failure lies in the fact that when the market is seriously diluted, almost all eggs remain in one basket.

How to change: brand image younger, layout O2O

In 2018, Daphne launched the "Daphne" new image store in the country. The group also plans to further adjust its supply chain to match the overall product upgrade.

Meanwhile, it is preparing the next important cross-border cooperation project for the 2018 autumn and winter series.

In order to make its CRM plan more attractive and interactive, the group is also improving its membership recruitment mechanism and optimizing its membership experience.

In addition, in order to strive to maintain and expand Online

In 2018, Daphne's e-commerce business will continue to implement "online to offline" (O2O) business and enhance its related benefits, such as expanding the coverage of self service in store networks.

In addition, the group will expand its online sales distribution network, introduce more exclusive products to its online product line, and continue to enhance online shopping experience.

Finally, at the end of the article, I want to borrow BELLE CEO Sheng Bai Jiao once said: if we do not seek new, do not change, and continue to follow the old road, we will continue to decline for a long time, and ultimately we can not survive in the market.

Change and pformation are the ultimate goal of privatization.