The Retail Industry Should Seize The Last Value.

On the one hand, the department stores experienced the biggest closing shop in the past five years. On the other hand, the regional leaders of the big business group and BBK launched the fitting rooms and cross border areas at the mobile terminal, playing some new tricks.

For a long time, after the years of singing and singing, the traditional retail understated argument was noisy.

Is it true to see new hope from the declining trend? Or is it a self entertainment hype, only to sell a good price? Let's see the thinkers reveal the final new clothes of the department stores from the essence and wake up the department stores in the spring dream.

With the shrinking passenger flow, the profit and loss balance of the department stores will soon be broken down under the high cost of commercial real estate and the extensive traditional mode of operation cost.

Traditional department stores do not shape their data soul. They can only sit slowly and enjoy the last sunset glory of layoffs, bankruptcies and reorganizations.

If changes are made, traditional department stores still have high quality real assets and the most valuable visitors to stores.

But we must combine the most advanced thinking and business models, make full use of the mobile Internet and data tools, and experience the nirvana of other industries, so that we can be reborn.

But the time for traditional department stores is up to 2-3 years.

The glorious good days are over, To be or not to be, you got no choice.

Xing Kechun: founder of science and technology, director of pharmaceutical electronics seven Yue Kang.

In multinational enterprises, we have talked about laughter, and have been in the traditional retail business.

Now, as an entrepreneur, he is thinking and changing the future of traditional retailer.

In the retail triangle of "people's freight yard", with the change of mobile Internet to traditional commerce, the traditional "field" will be faced with a fatal disaster, or the sunset will be comfortably dead, or scratch the nirvana and pform to survive.

In essence, the product of department stores is "field", which is to sell physical space, unify the cash register, and charge the merchants as the gross profit.

The whole department stores do not own branding and single products. In other words, the traditional department stores do not enter the SKU level.

Because it is a unified cash register, consumer shopping funds are deposited in department store accounts, usually 45 days later.

So in the past, department stores had very good cash flow, investing in real estate, becoming a low-cost source of real estate, and enjoying a very comfortable and happy life in the prosperous days of real estate.

But all this is yesterday.

Analyse

The "field" has three levels: passenger flow, unified cash register and entity experience.

Let's talk about passenger flow first.

Department store is a "crowd" business, a number of people, wholesale traffic, different floor location to sell different prices.

Instead of being a "human" business.

Department stores do not know each consumer name, name, when and when to go, what they like, purchase records, personal labels and portraits.

In today's digitalization, the way that many department stores collect data is like the rope count of human stone age, and it stays in the ancient time and space.

Do not understand the result of the user is that light ethnic groups, even dancing mothers, have begun to get accustomed to online shopping, door-to-door, department stores have nothing to do, can only watch the user leave.

And because the tax policy of the state has not yet been unified to the electricity supplier's tax policy, under the "one country, two systems" tax mode, using the inventory and price war, the speed of users in the online platform circle is really not enough to cover up the thunder.

For brand dealers, on the one hand, the traditional department stores need 20%~30% points, Tmall only needs 5.5% points, who will pay higher costs, and the cost of channel savings can become a brand profit or a profit to members. On the other hand, brands will develop their own members in the mobile Internet pattern, interact directly with consumers (Direct To Consumer), and provide more precise interaction and sales to members through the micro mall and brand official website.

Brand dependence on channels will become weaker and more independent.

Let's look at the "unified cash register".

As Alipay and WeChat pay large scale entry into real business, they will not only break underwear in traditional department stores, but even bone marrow and blood.

When Alipay becomes an increasingly popular shopping shopping habit, Alipay can get consumers' identity information, account information, shopping time, geographical fence and paction amount. Alipay's last attack point is merchandise SKU information, and the relationship between merchandise SKU information and most of the department stores is 10 Fen.

A large number of traditional department stores rushed to the introduction of Alipay, so that I remember the Eskimo people in the Arctic ice and snow placed ice skates, simple and simple polar bears are licking their own blood.

All kinds of offline data of consumers enter Alipay's data warehouse, combined with Tmall.

Branding and SKU resources, can you ask the crossbow of traditional department stores to deal with Alibaba's precision laser guided missiles?

Alibaba invest in Yintai

It is undoubtedly a beautiful landing plan for the air force.

This is the first Domino to overthrow the traditional department store. The essence of Yintai is already "Ali business". It has become the "leading Party" of the Alibaba entering the traditional department store. It has brought the war from the air to the ground and burned itself, bringing the Amoy brand into the entity shop of Yintai, colliding and attacking traditional thinking and management.

In the short term, this will be at the expense of many traditional department stores.

However, from a longer time axis, Yintai will trigger the redemption and pformation of traditional department stores. No matter how it treats the merits and demerits of intime department in the industry, it will eventually catalyze the establishment of a new ecosystem.

Alibaba acquisitions and holdings of Shiji, Fuji financing and other ERP enterprises, is behind the attack.

Most of the department stores and retailers in China have limited data volume, which is based on the ERP system of Shiji and Fuji. The Alibaba can copy the data from the back door and obtain the department stores data at very low cost.

Dare most traditional department stores have their own strong digital teams and digital capabilities? Even if there is data volume and quality, how do they compete with Alipay?

Third, the physical experience of traditional department stores is the last value.

Before, consumers will eat by shopping, and now the young people are too lazy to cook, leading to the phenomenon of "shopping by queuing while eating".

The restaurant became the source of passenger flow for department stores and Shopping Mall.

Look at the hot home of grandma, how many department store owners are willing to bow.

But on the other hand, how many people are willing to go to the real department store?

It is foreseeable that in the next 2-5 years, a large number of traditional department stores will enter into losses and capital annexation, which will be a "collapse" of successive waves.

Once some merchants withdraw from their cabinets, the "broken window effect" of physical businesses will further accelerate the decline of passenger traffic.