How Does Traditional Retailing Cope With The Trend Of Online Shopping?

Now online shopping, represented by Jingdong mall and Tmall mall, has become the dominant force in the market. Network business model Style has become the object of competition among businesses. In today's market environment, many retailers think that online shopping is blue ocean and should enter in time, but it is not clear about its mode, and it is not clear how to enter. Especially for enterprises with large scale, the online shopping mall will have a market under the shunting line. With the passage of time, consumers' consumption characteristics and ideas are undergoing qualitative changes. How to correctly understand online shopping and how to face the relationship between online and offline in the future?

It is undeniable that e-commerce will still be the focus of attention this year. The most representative one is November 11th 2011. In the Taobao shopping mall carnival, it broke through 1 billion 500 million yuan in 13 minutes. Within one hour, 96 stores sold millions, and once again showed that e-commerce has become a new force in the future chain retail market.

This year's online shopping boom is going to continue. It's not easy for traditional retailers to join them. Online retailing is more technically demanding, and marketing technology, consumer analysis and data mining are all different from traditional retail businesses. In addition, the traditional retailers lack relevant professionals, and most traditional retailers are not clear about the direction and location of online retailing. Many enterprises only regard online retailing as a supplement to business. The double scorn of strategy and tactics will not bring significant changes to the benefits of traditional retailers.

tradition Department store The business philosophy is totally different from that of the electricity supplier enterprise, which is doomed to the contradiction and entanglement between the two concepts. In order to expand the impact, e-commerce will do a lot of marketing in the early stage, commonly known as "burn money". This seems to be "of little value" in the traditional department store, which has always been "careful and calculating". Traditional enterprises value products, prices and experiential services. "Wine is not afraid of alley" is their creed, which is quite different from the way of "burning money and changing traffic" in e-commerce.

This year, there will be polarization between traditional retailers and e-commerce. In the face of cruel reality without talent, without experience and three without success, the traditional retailers' strategy of relying on themselves is often twice the result with half the effort. Interlacing is like a mountain pass. Recently, Mead, who had smashed about 60000000 yuan but did not see the sound, announced that it had withdrawn from the field of e-commerce, and once again fully proved this point.

In the current situation, retail enterprises with annual sales exceeding 500 million yuan are now touching the net, confirming that this "wetland" is the leading platform for future development. enterprise Often even the network system can not understand. Retail enterprises should start from their internal informatization. Through the real experience, we can understand the value and speed of the network, and enhance the understanding of traditional retail enterprises to network sales. From the perspective of network consumers, understanding business models and commodities, data mining and consumer demand mining is the core of online business development of retail enterprises.

For example, why should the internal office system of an enterprise take this common system as an example? Because we have experienced it all by ourselves. In the development of enterprises, we should not only pay attention to commodity flow, but also pay attention to workflow. Why can't all of our past information be effectively implemented? The most critical and essential problem is that no one will analyze the final data coming out of all the information; no one will propose solutions if there is an analysis; no one will supervise the implementation if there is a solution.

Some time ago, IBMG and IBM made a round table forum. One of the reasons for the development of IBM is that in 1992, during the Bonas period, the internal management system of the company's about 400000 person scale was upgraded to form the so-called blue earth now called IBM. Now many traditional retail business platform has many problems. One consumer introduced that this year's Spring Festival originally intended to buy a Samsung (micro-blog) 3D TV, but due to holiday promotion, it had not been successful several times on a well-known e-commerce platform, and finally spent five or six days, and finally successfully traded. But then the customer service staff called and said, "your order is out of stock. It's already time".

Now that the traditional retail enterprises want to really realize online shopping, I think the technology is not enough. The reason why technology is out of bounds is mainly the idea. At present, most traditional retailers locate online in a new channel to control investment and risk. However, due to institutional constraints, online autonomy and flexibility are not enough, and the return on investment is relatively low.

If an enterprise is positioned as a new market, it must give the online team enough freedom and devotion in terms of capital, company structure and independence. It includes independent company, independent team, independent budget, independent inventory, independent pricing strategy and so on.

For traditional enterprises, this is not only a trade-off between the location of the electricity supplier, but also a trade-off between conservative and aggressive enterprises, and the trade-off between unification and segmentation.