After the epidemic, fresh e-commerce will face customer retention problems.
The epidemic will always end, and after the epidemic, new retail companies such as Hema are facing a problem, that is, whether the existing large number of ** customers can be retained for a long time.
a) Proliferation of purchased services.
In the post-epidemic era, people can go out to consume instead of relying on takeaway to live like during the epidemic, and improving the consumption experience of users is the inevitable direction for the development of fresh food retail enterprises such as Hema Fresh.
The integration of offline and online should not only improve online business, but also continuously improve online experience, and improve customer consumption experience from both quality and speed
Specifically, Hema Fresh should process customers' orders in a timely manner to reduce customers' waiting time
In the case of ensuring speed, we focus on the quality of delivery and improve customer satisfaction, thereby improving the customer experience.
In addition, in terms of marketing methods, it is necessary to pay attention to the combination of online and offline, and provide customers with a variety of services related to shopping and consumption
Such as member-only services, free parking services, children's entertainment services, etc., to maximize the customer's consumption experience.
2) Grow the "fresh" of consumers
Consumers can participate in the whole process of product growth through fresh e-commerce platforms
Consumers have developed trust in farms and fresh e-commerce platforms during the experience.
In order to meet the needs of customers, farms can produce a variety of crops according to customer needs, thereby enhancing customer loyalty to the platform and establishing long-term partnerships between farms and platforms.
Hema Fresh should adhere to the business philosophy of "eating at the time and eating locally", concentrate the processing and sales of fresh food locally, reduce intermediate circulation, reduce cross-regional logistics costs, and achieve a balance between production and consumption in the region.
3) Community fresh food integration.
The post-pandemic model of community-based fresh food is becoming increasingly popular.
So,Hema Fresh can build a new retail platform on the basis of the community, which does not provide any goods, but is just a medium of communication to integrate the resources up and down the chain
This "private customization" is to integrate geographically close customers into the "community" and build relationships with the farm through the collection and analysis of relevant data
The needs of the product are announced every six months, and a personalized web page is provided for community consumers, which contains farm management information for community consumers to purchase.
According to the order needs of community residents, the local cooperative farm formulates a corresponding distribution plan, and delivers the goods to the designated delivery location in a timely manner, and the customers will directly pick them up.
In this model, the fresh e-commerce platform receives orders from customers and delivers goods directly from the contracted farm to the distribution center
The distribution center processes all kinds of products and delivers them to community convenience stores, through which they are delivered and delivered to customers.
4) The new trend of "shared employees".
Affected by the epidemic, the traditional catering, retail and service industries have been hit hard, and online orders have surged
Hema launched a new strategy of "sharing employees", sharing employees with the hard-hit traditional catering industry and new retail pilot units, and developing new semi-finished cuisines
At the same time, it also provides convenience for the resumption of production and work of other companies, and obtains a "win-win".
1) The growth model of the enterprise is more plastic.
Hema Fresh has only six years of experience in operation, and the company is still in the exploration stage, and its development strategy and organizational structure are not mature enough
Hema already has a variety of large supermarkets, such as "Hema F2", which mainly serves CBD office buildings in big cities
and the "Hema mini" serving the suburbs and counties, which are all new explorations of Freshippo's own business model in the fierce market competition.
For companies in the development stage, Hema is adaptable, as its business model has not yet been fully finalized.
Therefore, when it is difficult to adapt to the market or needs to be re-optimized in the face of strong competition, Hema Xiansheng's business model has strong operability.
2) The company has a deep advantage in technical resources.
In order to realize the operation of big data, it is necessary to work on all aspects of data processing.
In terms of data collection, we can clearly understand the preferences of customers from the purchase information of customers at different points in time and in different stores.
In terms of data mining, Hema Fresh and ** both belong to Alibaba, and the two share resources, and the management of Hema Fresh can understand the user's usual preferences and purchasing power in product consumption.
In terms of data analysis,Based on Alibaba's big data processing technology, it can achieve accurate advertising delivery according to customers' consumption habits
Therefore, in terms of the transformation of the profit model, the longer the business hours of "Hema Fresh";
The better it will be able to provide enterprises with more user profiles and make decisions in advance, which will be conducive to the transformation of its profit model to refined operation.
3) The parent company's platform-based development experience.
If Hema wants to expand nationwide and focus on the output of technology and model, it must have the support of the parent company to achieve it.
Alibaba is currently the leader of e-commerce companies, with many users, and as long as there is a smartphone in China, users must have used Alibaba's software;
Based on the needs of customers, it builds an ecosystem centered on the Alibaba platform.
Platformization refers to improving the coverage and depth of products and services through the integration of social resources, so as to maximize the value of their own resources, but not every company can successfully build a platform.
To build a platform, first of all, there must be a large number of users, and secondly, the service must be sticky enough.
With a huge user base, platform companies need to establish a strong connection between supply and demand, forming a virtuous circle where participants on major platforms can benefit.
Alibaba has established a system that effectively connects many suppliers, third-party platforms, service providers, customers, etc., and in this way realizes the value-added of the entire platform
In the future, Hema will rely on Alibaba's rich experience and guidance to build a fresh e-commerce platform integrating fresh e-commerce, physical fresh stores, service providers and customers.
At present, Freshippo's zero-supply relationship, independently operated store system, and retail service system have built a basic platform for Freshippo, which makes it feasible in the future asset-light development.
According to the current business situation of Hema Fresh, from the perspective of multiple parties, four optimization principles are summarized:
First, adhere to the basic concept of upgrading customer consumption demand.
With the continuous improvement of people's living standards, people's attention to high-quality life is also increasing, and consumption upgrading has become an inevitable trend in the development of China's retail industry.
Therefore, in the fresh food industry, paying attention to product quality is the core of its development.
The business model of "Hema Fresh" must be optimized with customers as the center, and its product range must keep up with or guide customers' consumption needs, while also paying attention to customer consumer feedback
Second, we will continue to change the way we meet the needs of our customers.
Due to the accelerated pace of life and busy work, people are becoming more and more inclined to convenient consumption, and more and more people choose to place orders online, so door-to-door delivery, standardized procurement, online ordering and other methods are gradually emerging.
Third, adhere to the core principle of key resources.
The retail industry is highly dependent on upstream product manufacturers because it does not produce products, and the core resources of "Hema Fresh" mainly include: high-quality product manufacturers who have signed strategic cooperation, offline self-operated stores, big data operation and R&D capabilities.