Analyze The Four Aspects That The Shopping Center Should Control Well In Strategic Pformation.

From the perspective of practice,

The form is becoming more and more serious. The management of shopping center also recognizes the importance of operational pformation, but the effect is often not satisfactory.

For example, some shopping centers spend a lot of money (decoration subsidies, rent free periods, etc.) recruited popularity brand, less than two years time, the brand's influence in the market has dropped sharply.

The combination value of commodities is gradually diminished after market changes.

For example, some shopping centers spend a lot of money on the unprecedented large-scale marketing activities. During the activity, they did attract a large number of passengers to the shopping malls, but these passengers may not produce real sales, and after the activity, the operation of the shopping center once again fell into a state of neglect.

The emergence of these problems is precisely because the market attractiveness of "content" (business merchandise, PR activities, etc.) is uncertain, and the value of the shopping center as a "content aggregation platform" is also difficult to maintain stability.

This raises an important topic. When the brand businesses that make up the main consumption contents of shopping centers are constantly changing, how should the shopping center's investment strategies and operational ideas be formulated? In addition to flexibly changing in the traditional cooperation modes such as the length of the lease, the royalties and royalties, is there a strategic direction worth continuing and constant investment? It can not only enhance the efficiency of the shopping center as the platform side, but also benefit the long-term strategy of its future competitive advantage.

To answer this question, we need to have an in-depth understanding of Trout's positioning theory: the essence of business competition is not product competition, but competition of cognition.

If we cut back the traditional retail perspective, we will find that the more abundant and comprehensive the traditional retail formats are, the lower the managers' involvement in the management of specific commodities will be, and more energy and resources will be invested in the cognition of consumers.

For example, compared with chain clothing stores, department stores are more abundant, but their managers' right to speak on the commodity mix, whether they are variety, price, promotion, quality, overall image, or inventory, display, price band, new product shelf rate, membership consumption preference, etc., are far less than those of chain clothing brands.

Comparatively speaking, department store management focuses on the establishment of operation rules and the unification of the promotion system, and the value of these rules and systems is that through these rules and systems, we can establish a unified cognition of brand merchants in department stores in the minds of consumers, thus forming the influence of department stores brand.

In the same way, shopping centers are more cross boundary and comprehensive in comparison with department stores. Their managers have lower control power on goods and services in the field, and more emphasis is placed on the management of comfort and convenience in the process of consumer consumption.

Shopping center managers optimize the experience of scene consumption to enable consumers to have a deeper recognition of the brand of the shopping center before and after consumption, which is the significance of the cognition of the shopping center.

If we dig deeper, we can see that in the traditional retail world, consumers' cognition of goods, brands and scenes is gradually progressively going along with the decrease of the touches of the traders. For chain brands, each shop is directly faced with consumers in an independent manner, and consumers directly touch the business lintel and merchandise in the store. Therefore, the business operators put the store image and goods directly to the end.

The centralized business, such as shopping centers and department stores, displays the accessibility and "accessibility" in the form of "boxes". Consumers should enter the gates of centralized commerce before they actually contact the commodities. At this time, the facade and architectural form of centralized commerce, including the early stage, follow-up operation and promotion activities, constitute the endorsement of every businessman in the mall, which will inevitably require all businesses in the mall to act together and keep pace with each other so as to facilitate the creation of the overall concept and mental cognition.

The progressiveness of the advanced entity retail scenario is embodied in the systematic management of the commodity paction before and after the scene experience. It can establish a unified discourse structure and interpretation system for consumers and content providers (including commodity content and activity content) before and after commodity trading, which is a new definition of scene experience value.

In the new retail era, the traditional retail logic is broken. Nowadays, the amount of information that consumers can get at any time and place is very rich. The information needed in shopping decisions is not dependent on offline entity scenes and the accessibility of goods. It can be obtained almost exclusively through online shopping malls and social software. Therefore, consumers can do business without leaving the home in addition to on-site experience and temporary decision making consumption.

According to the world clothing shoes and hat net, in recent years, many ephemeral retail new species, the reason why the explosion is red is that their managers are good at managing consumer cognition. Through online promotion and publicity, consumers can get a high degree of emotional recognition before their arrival in the physical scene, and then attract consumers to the scene and generate consumption.

The reason for the decline of these networks is that the goods and services that they actually provide fail to match the image concept set up in the minds of consumers, leaving consumers disappointed.

Under this background, consumers gradually formed the "consumption on the home" online consumption mode or the "going out" leisure social interaction pattern, and the consumers who went out shopping "shopping" became less and less.

However, the experience and complexity of shopping center scenes still provide favorable conditions for its pformation in the new retail era. Especially when the mobile Internet becomes the infrastructure, shopping centers have the scene advantage of instantly integrating consumers' cognitive management and leisure social interaction: that is, in shopping centers, they can not only realize the immediate pmission of commodity cognition, but also synchronize the experience of entertainment, entertainment, entertainment, and so on, thus forming a new "one-stop" consumption concept.

In this era, the managers of shopping centers have put forward stricter demands. On the retail dimension, businesses often emphasize sales volume and market share, which are short-term oriented, tactical dominant and bottom-up.

But the value of shopping center is more embodied in the scene experience. Under the background of homogenization, it emphasizes the emotional value and product added value beyond the value of commodity function. It is long-term oriented, strategic awareness and top-down. In the strategic pformation, we should control the following four aspects:

First of all, from the perspective of consumers, it is necessary to focus on consumer expectations and focus on brand building of shopping centers.

In today's information age, all commercial activities are held in a big square. All movements, deformations or graceful ones are under the eyes of the public, and can not be concealed.

This requires excellent shopping center managers not only to add public numbers or APP to convey the consumption value online, but to integrate into a self consistent discourse system in all aspects of consumer touches, in the horizontal space and vertical time dimension, and become the IP brand building process of shopping centers, so as to greatly reduce the cost of shopping centers entering the minds of consumers.

For example, in the "green" shopping center, the floor brand combination, interior landscape, monthly and weekly promotional activities must be interpreted as a conscious plan related to "green".

If managed properly, success results in emotional resonance among consumers and produces permanent value in the mind, any physical exchange yields no more than a brand can get.

Secondly, starting from the combination of content, including brand business and activity content, as a shopping center of the retail platform concept, we must strive to make the platform a collaborative system with self driving force.

The core function of shopping centers is the synergistic integration of resources, and the market is changing rapidly.

Managers should not let every specific investment and operation action become the driving force of the shopping center's optimization and upgrading. Instead, it should be based on the particularity and personalization of the consumption scenario, and combine the value of the scene, including not only the retail resources, but also form self driving.

This optimization process is difficult and easy to follow, and is closely linked to the brand values of shopping centers.

Taking the theme of "green environment" as an example, shopping centers are strongly related to the theme of shopping centers in the introduction and integration of resources, and will certainly take precedence over the traditional formats and consumption functions.

Only through the positive superposition of resources, shopping centers can form strong potential energy in the later stage of operation, effectively capture the minds of consumers, and let the emerging resources born on the market take the initiative to find and enter the collaborative system of shopping centers, so as to reduce the cost of finding and matching new resources in the later stage.

Thirdly, from the perspective of brand potential energy conversion, we should be good at the traffic bonus brought by new technology.

In building consumer scenarios, we must fully recognize the importance of science and technology, promote the development of technology by commercialization of science and technology, and play the role of modern information technology, such as big data, Internet of things and artificial intelligence.

Once the brand potential energy of the shopping center is established, it is like building a huge reservoir on the peak. The realization of potential energy is to rush down quickly with the flow bonus of new technology and new carrier, and the bigger the market will be, the bigger the better.

From then on, micro-blog, WeChat to emerging media, community, AR, etc., how to spread the brand concept and story quickly with the help of popular platform is a lesson that many retail managers need to learn deeply and urgently need to make up.

Finally, the shopping center is a commercial imagination aggregate. Its competitiveness evaluation should focus on four major indicators: consumer interaction indicators, consumer praise indicators, consumer repeat targets, consumer motivation indicators.

Take the consumer motivation index as an example to illustrate that in order to gain an advantage in the future competition, the shopping center needs to do in-depth research on the consumption motivation of the shoppers' group: if the consumer group goes to a shopping center simply to purchase a brand merchandise, it means that the shopping center lacks the landing ability to experience the imagination.

On the contrary, if more and more customers choose the shopping center for the "non direct" shopping demand such as leisure and social interaction, and at the same time, the consumption of goods and services of a certain businessman will be realized by the trigger of the scene, which means that the scene experience value of the shopping center has been effectively upgraded and has the platform capability of further involvement in new resources.

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