How Far Is The Local New Retailer'S "Rush To Counter Attack"?

The counter attack path of local retailing can not be separated from the continuous development of business, but for super retailer, the problem of reverse subsidy loss from online attack line has become a problem faced by local retail enterprises.

With the rapid development of smart phones and the Internet, people's lifestyles and ways of buying have undergone tremendous changes. In the past, carts went to supermarkets for shopping. Now more and more people are turning into mobile phones to deliver goods to their homes. In this change, foreign retailers failed to timely understand the change of the local business environment and become the cause of "defeat".

On the other hand, with the continuous growth of consumer demand and the acceleration of consumption structure, China's economy is entering a new stage of consumption led development. The demand of consumers is not only "low price" and "convenience", but also presents the trend of demand individuation, scene diversification and value participation. The dispute over Super retailing in the electricity supplier's entry office is hard to avoid in the early stage. After the capital recession, it will return to the retail source and realize the fine operation in order to provide guarantee for the long-term development of the local retail industry.

Online traffic dividends have become a trend. Especially in the first and second tier cities, more and more online business opportunities are highlighted. As the initiator and advocate of China's new retail business, many Internet giants have been retailing under the incoming line to catch up with the future retail outlets.

The essence of retailing is still efficiency and efficiency, and the result is cost and profit. In the retail era dominated by foreign capital stores, retailers get profits through channel cost models through the price difference from suppliers. In the new retail era, Alibaba first made innovations by sharing the value with suppliers and sharing the product, so that the product development cycle of the supplier in the first 18-24 months can be shortened to 3-6 months. Help suppliers find suitable new products and give suppliers value.

With the continuous development of the retail industry in the future, how to make the fine operation to the extreme, to say goodbye to the "subsidy war" and form a mature retail operation system becomes the key to both foreign retailers and domestic retailers.

For retailers, in essence, it is a setter, not producing goods in itself. With the electricity supplier, the value of the setters has gradually weakened. From the logistics setters to the setters of value, the value of retailers belonging to customers and producers has become the core of future retail transformation.