WAL-MART Continues To Expand And Shop Again

Dong Minglun did not give a clear answer to the question of when WAL-MART and shop 1 completed integration.

He just said that the current integration can not be said to be very satisfactory, which involves many factors such as inventory, logistics, distribution and so on. Only when they are very strong can they integrate well.

WAL-MART said that on the one hand, WAL-MART will continue to open more stores in the first and second tier cities such as Shanghai, Shenzhen, Changsha and Wuhan, providing quality services to local customers, and further strengthening the development and penetration in mature markets. On the other hand, WAL-MART will further expand the development of new cities and cities that are gradually urbanized.

According to the opening plan, WAL-MART China has an average of nearly 40 stores a year, which is somewhat radical for the current retail environment, because most retail businesses are experiencing the darkest hour of closing stores.

According to the statistics of the joint venture network, as of December 31, 2014, the main retail enterprises in the country closed 201 stores altogether, closing 35 compared with 2013, an increase of 474.29% over the same period last year.

Where did WAL-MART's confidence in its opening up against the new market come from? Nielsen Co data showed that WAL-MART's share in China's super large supermarkets increased in the 8 quarter of 2014.

Dong Minglun said WAL-MART saw China.

The process has driven the rapid development of the middle income group, and is being pformed into a consumption driven one.

WAL-MART also takes China's development as the top priority of global development.

In fact, since 2012, WAL-MART has put forward two shop plans, but the result is not good.

The statistics show that the number of stores in WAL-MART China was 394 at the end of 2012, and the total number of stores reached 406 by the end of 2013, but now it is 412.

In addition, in 2014, WAL-MART opened 25 stores in Huaxin, but at the same time, it closed 16 stores.

Many people in the industry say that

The opening shop plan is not optimistic. The main reason lies in the fierce competition in the first and second tier cities, and the market tends to be saturated. WAL-MART is facing the pressure of site selection, high rent and high cost. In the three or four tier market, WAL-MART also has to face the problems of logistics warehousing and localized purchase.

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The essence of clothing O2O is still retailing.

Consumers will not pay too high a cost for good service, nor will they give up a good shopping experience just for the sake of cheap.

It is the ultimate wish of consumers to have a good quality and inexpensive experience.

To achieve good quality and low cost, enterprises need to layout the back-end and polish the supply chain. To achieve a good experience, enterprises need to break the existing interest chain and reconstruct the ideal mode of clothing O2O.

The ideal clothing shopping scenario should be: (1) customers order online, pick up goods near the line, shorten the customers' browsing path; second, try out the clothes on line, buy online, and quickly pfer goods when missing numbers.

This sales mode will become the norm in the future, and it is also an inevitable trend of development.

At present, the biggest advantage of the online business is the low price, and the biggest short board is that the customer experience is not good enough.

Just like the European network often mentioned, where the pain is, the opportunity is there.

The traditional industry should re attack the electricity supplier, first of all, be able to do the same price sale online and offline, dare to break the original interest chain, accept the offline shop to become a fitting room and become a storehouse.

When channel is no longer important, consumer experience will have an essential upgrade.

In April this year, the first "YOUNGOR house" opened in Shanghai, and Smith Barney and XTEP opened a large experience shop last year.

In my opinion, opening the experience store, increasing the catering, entertainment and leisure projects may be only a number of chicken ribs value-added services, but not to how much to improve the customer experience, because the customer to the clothing store is the ultimate goal is to buy clothes.

There is no mistake in the form of experiential shops. The mistake is that these services are just a piece of patchwork, without a spiritual core.

The core of this spirit is the export of brand culture.

Just like Nike, a company specializing in sports equipment for half a century, turning itself into a service company around customers who love sports, looking back at the Nike brand promo, it has always been publicizing the theme of individual struggle and inspiring, and it is easy to see its positioning.

Selling clothes and shoes is just one of the products it offers. Nike sells a sport style and a spirit of sportsmanship.

The inventory period of UNIQLO is 83.72 days, which is more than half of that of most domestic enterprises.

Inditex and H&M were 90 days and 100 days respectively.

UNIQLO forms a huge database by collecting all the sales data of every day, every color, every yard and every shop.

Through real-time monitoring and analysis of sales data, the production volume is adjusted and the marketing plan is adjusted.

Through real-time monitoring and analysis of sales data, the production volume is adjusted and the marketing plan is adjusted. UNIQLO basically achieves zero inventory.

Of course, it involves the opening of online and offline ERP. Many traditional enterprises still exist as independent departments, or they only regard the online as the channel to deal with the tail cargo, or the right hand to hand.

Only when ERP gets through and has big data can we optimize the supply chain, shorten the information path and cut off unnecessary links.

Price, product quality, marketing and supply chain are four essential factors in garment industry.

The overall sales volume of the clothing industry is still growing. The period of pformation is the period of industry shuffling. The traditional enterprises should have the courage to brag, break the existing channel interests, fine operate the enterprises, and reshape the brand culture, so that they will not become a group washed away by the tide.

Billion European Network believes that this change in clothing O2O will eventually return the garment industry to the essence of clothing.

In the product development mode, UNIQLO regards the basic fabric development and function development as the key point.

For example, a light down jacket that can be "easy to carry in pocket" can absorb moisture and heat Heattech underwear.

Zara is a fast fashion. Its style is the key. From T to shop, it only takes 30 days or so (not encouraging plagiarism).

R & D and design is the value-added link of clothing, and inventory is also the biggest problem in the apparel industry. Practitioners claim that they earn 50 million and put them all in warehouses.

Compared with customers, Chen said in his rethink book that he sees the clothes of everyone as cheap food market.

I have seen a passage that the world is flat, the second class products are second rate in the US in Africa, and second in China, and the Internet can not solve the problem of changing the top two.

There is no shortcut to inventory, only the intention of making clothes, research and design are equally important.