Many Internet companies are committed to helping traditional offline stores carry out digital transformation and upgrading, scenario, experience, category reconstruction, and digital ......Nowadays, major physical chains and brand owners are striving to build "next-generation stores" in various directions.
User mind
From "single-point breakthrough" to "multi-point penetration".
Now consumers have upgraded from simply "finding" goods to "finding" goods, "selecting" goods and "visiting" the compound needs of stores, and the image of stores in the hearts of consumers (store mentality) in the past can no longer match the needs of consumers.
With the rise of e-commerce and the change of consumption habits, the traffic of offline store-type retail stores has shown a declining trend, especially for retail stores with standard products such as home appliances.
In order to save the decline, store mentality such as "category collection experience" and "one-stop matching" has gradually emerged, however, it is still difficult for such stores to hit the needs of consumers for "shopping".
The reshaping of the new store model starts with reconstructing the mind of the store in the minds of consumers.
Traditional stores focus on "finding" customers, while next-generation stores highlight the simultaneous penetration of three types of customers: "finding, shopping, and selecting".
Ideas such as "overall solution", "life explosion scene" and "life proposal" are becoming a higher-level store mentality, conveying the concept of "discovering new life needs while enjoying a comfortable shopping time" to consumers.
Store positioning
From "big with small" to "near with far".
Store positioning is evolving from the traditional "radiating the surrounding small stores with large stores in urban business districts" to the new customer acquisition positioning logic of "acquiring customers with community near-field stores and delivering in the city".
In the past, chain stores often seized offline customer flow in the form of "wide opening stores", and a situation of "large and small" stores of different sizes would be formed in a city. Behind this model of multiple stores in one city and dense coverage, there are problems such as same-store competition, overlapping positioning, and discounted business results.
Leading retail stores have begun to adopt the positioning method of "near and far" to reshape the competitiveness of customer acquisition - develop services such as experience, display and delivery in core business districts or suitable locations, so as to form a traffic vortex; In the vicinity of new and old real estates, small near-field customer acquisition stores are laid out to provide rapid experience and docking services, and at the same time attract traffic to large stores in central cities.
Online, O2O is deployed to create a store layout and customer acquisition network from near and far.
Business layout
From "category display" to "scene experience".
The iteration of the format layout of the store can bring consumers a more intuitive impact and a subversive experience of shopping methods.
Nowadays, offline stores have gradually transformed from stacking brands and categories in the past to the "scenario-based experience store model", and finally to the "lifestyle proposal store" model.
In the future, the layout of store formats will shift from category thinking to user thinking, and develop the form of "scenario-based stores".
Visuals
From "tiling and straightforward" to "immersion and enjoyment".
As young people become more and more consumers, the importance of visual effects for retail stores is becoming increasingly prominent.
This generation of young people are almost all "visual animals" who have grown up in social networks, and the new generation of retail stores can only truly win the favor of the younger generation by realizing the revolutionary innovation of "quasi-shopping mall", iterative innovation in the façade, spatial layout, internal beauty display and circulation design, highlighting the sense of unbounded, yearning, substitution, immersion, style and other elements.
The new generation of retail stores is good at using the façade to display the image and attract the attention of consumers at the first time.
Entering the new generation of retail stores, consumers will feel an unprecedented sense of "boundlessness" in a limited space.
The interior of the new generation of retail stores is "soulful", and the distance between users is shortened through strong content attributes.
The new generation of retail stores will embody the beauty of "winding paths" and maximize shopping ability.
Merchandising
From "starting with the goods" to "starting with the field".
The product planning of traditional stores is often based on the existing given product pool, and the product combination is formed based on consumer demand.
This kind of "goods-oriented" commodity planning idea has two major shortcomings: on the one hand, according to the dynamic sales rate, new product launch and other factors to passively replace goods, in the long run, there will be problems such as aging of commodity structure;
On the other hand, without actively updating and iterating the product pool, the product portfolio is often thin and outdated, which is difficult to support a complete business scenario and meet the requirements of a new generation of "scenario-based" stores.
The new generation of retail stores will carry out "scenario-based" product planning based on business layout planning, shifting from the "push thinking" driven by the supply side to the "pull thinking" driven by the demand side.
Before doing product planning, we must first clarify what scene spaces are under the store format layout plan, what scene themes correspond to, and then work backwards to support which categories need to be planned in order to support each scene, and then combine the preferences of consumers around the store for **, tonality, etc., and plan what brands should be adapted to each category and which SKUs should be planned under each brand.
This new commodity planning model of "starting with the field" also puts forward new requirements for the procurement and marketing model. The traditional procurement and sales model needs to be transformed to the "buying system" in order to truly realize "scenario-based" commodity planning.
User acquisition
From "passive post-positioning" to "pre-interception".
As overall solutions have become the demands of more and more consumers, consumption nodes have begun to be put forward, and this trend is especially obvious in low-frequency categories with long consumption chains.
For stores located at the back end of the consumption chain, the decline in customer flow has become the "sword of Damocles" that has to be faced. In the past, waiting for consumers to come to the door of the "business" model is tantamount to "sit and wait", the next generation of stores must change to the "business" model as soon as possible, from "passive pick-up" to "active customer acquisition", where the user should extend the tentacles to where, take the initiative to grasp the vitality.
In the future, the new generation of stores will be transformed into the role of "base area" and "experience field", store personnel will go out from the "base area" to actively acquire customers, and at the same time, through the alliance of different industries, "unite all possible united forces", and the store itself will do a good job of experience and transaction flow undertaking.
User Services
From "dotted reach" to "butler accompaniment".
The customer reception and service model of the next generation of retail stores has begun to shift to specialization, integration and end-to-end processing.
The store's user service staff has transformed from a simple sales guide to a professional exclusive butler service, becoming the main or even the only interaction point with consumers, and providing consumers with professional and high-quality active shopping guide and after-sales service through effective integration of other service resources.
The world's leading home appliance retail stores are changing to a full-site home appliance service consultant model to varying degrees.
Traffic management
From "in-store localization" to "global revitalization".
In the future, the new generation of retail stores will become a "wide area field" that breaks the physical boundary, extending from the offline to the store scene to the online departure scene, creating an O2O traffic disk with the "store" as the core.
In the future, in addition to purchasing selected products in a limited space in the store, consumers can also enjoy a richer product pool on the "cloud shelf" applet after leaving the store, while the store can avoid the loss of out-of-store users, carry out long-term traffic operation through Internet means, and build a moat of private domain traffic.
Sales and shopping guides are the key to revitalizing online and offline traffic in the new generation of retail stores. In the future, the identity of the sales guide is not only an ordinary store clerk, but also a role similar to that of a "group leader" or "micro-business", and even transformed into a KOL with goods.
The most important thing in the intelligent background system is the accurate matching system of people and goods. The sales guide captures user characteristics based on offline face-to-face contact experience, manually marks them on the user management console, and then the back-end system will intelligently tune the user tags according to the user's product browsing records.
The intelligent commodity distribution system will intelligently match the user's tags with the product tags on the "Cloud Shelf" applet, accurately recommend the best products that are most suitable for the user, and help sales guides improve the "hit rate" and strengthen the ability to realize traffic.
Store staff operation
From "human brain decision-making" to "algorithmic decision-making".
Traditional retail stores are highly dependent on people's experience and quality, and the future retail industry will enter an algorithm-driven era, and a new generation of retail stores will hand over hundreds of decisions every day to computer intelligent algorithms, and minimize the dependence on people through the whole process of digital and intelligent management, so as to achieve a qualitative leap in operational efficiency.
The "brain" of the new generation of retail stores can listen to the public opinion trends of major social platforms in real time, gain insight and analyze past purchasing and sales data, and provide the best product combination recommendation of "thousands of stores and thousands of faces" according to the consumption preferences of the surrounding population.
Ordering is also a big job that occupies a lot of energy of the clerk, and in the future, the "** brain" can monitor the health status of the inventory in real time, and automatically place ** orders once the ** trigger point is reached;
Pricing is also one of the headaches of the clerk, in the future, the "brain" will calculate the most effective revenue curve through historical data, choose the optimal pricing strategy, decide what goods, at what time, according to what strength to discount, and automatically adjust the price dynamically through the electronic price tag.
Chain
From "channel segmentation" to "synergy and convergence".
The change trend of the front end of the store can be more intuitively perceived by consumers, and the innovation of the front end of the first chain is more reflected in the improvement of the store's operating efficiency.
Stores are changing from the original channel segmentation to "omni-channel inventory", leveraging the potential of online and offline omni-channel, maximizing the scale effect and dynamic sales efficiency, and realizing the collaborative integration of the first chain.
Compared with "multiple inventory", "one inventory" focuses on the unified management of omni-channel commodity inventory, breaking channel divisions, and realizing inventory sharing and efficient commodity distribution.
The development trend of future stores is unstoppable. For retail enterprises, no matter which direction they are going to transform their new generation of stores, they need to change their mentality and focus on consumers; Adapt measures to local conditions and avoid blind copying; Prudent planning, bold trial and error iteration.
The future is here, and the future is promising.
The development of modern chain management is inseparable from the support of advanced operation management ideas and management technology, which is reflected in all aspects of chain operation, involving site selection, store opening, goods and services management, marketing management, logistics management, information management, financial management and human resource management and other key functions, and the smooth realization of these functions requires relevant personnel to have a higher level of knowledge and operational skills than the traditional circulation industry and service industry.
The reason why chain management can develop rapidly in the fierce competition is that it adapts to the requirements of socialized large-scale production, realizes the simplification, specialization and standardization of commercial activities, and obtains incomparable economic benefits from other forms of commerce.
That is, the operation process is "simplified" as much as possible to reduce the impact of experience factors on the operation. The expansion of chain operation is about the overall copying, and it cannot be disordered because of the increase in the number of stores.
The chain system as a whole is huge and complex, and it is necessary to simplify the finance, supply and demand, logistics, information management and other subsystems, remove unnecessary links and content, so as to improve efficiency, so that "everyone can do it, everyone can do it". To this end, it is necessary to formulate a concise and concise operation manual, and employees should operate according to the manual, perform their duties and fulfill their responsibilities.
The McDonald's Company's first operating manual was 15 pages long, which soon expanded to 38 pages, and after 1958 to 75 pages. All the details of McDonald's work can be found in the work manual.
In the third manual, McDonald's began to teach franchisees how to keep track of inventory, how to prepare cash statements, how to prepare other financial reports, how to ** turnover and how to create work schedules, etc. You can even find out in the manual how to determine the profit and loss, and find out how much of the turnover is spent on hiring people, how much is spent on purchases, and how much is spent on office expenses.
After each franchisee calculates his or her own results according to the manual, he or she can compare them with the results of other franchisees, so that problems can be identified immediately. The writers of the McDonald's manual have gone to great lengths to specify every detail as possible, and this is the essence of the manual. Because of this, McDonald's business principles can be quickly copied in full, and there are tens of thousands of branches around the world.
That is, everything is subdivided as much as possible, and the differentiation is highlighted in terms of products. This specialization is not only manifested in the professional division of labor between the headquarters and the member stores and distribution centers, but also in the professional division of labor in various links, positions and personnel, so that procurement, sales, delivery, warehousing, commodity display, window decoration, finance, public relations, business decision-making and other fields have special personnel responsible.
1. Specialization of procurement
By employing or training professional purchasing personnel to purchase goods, chain stores can enjoy the following benefits: they are more familiar with the situation of the first business, and can choose the best business with high quality and low price and good service as the supplier partner; Understand the characteristics of the purchased goods and have strong bargaining power in procurement.
2. Specialization of inventory
Professionals are responsible for inventory, they are good at reasonable allocation of warehouse area, effective control of storage conditions, such as temperature, humidity, good at operating software and hardware equipment related to storage, in accordance with the principle of "first in, first out" and other principles of receipt and delivery, to prevent the inventory of goods from deteriorating for too long, reduce the time of goods occupying the warehouse.
3. Specialization of cashier
Trained cashiers can quickly operate the cash register and settle based on the item** and purchase quantity, reducing customer wait times.
4. Specialization of commodity display
Trained tally clerks display the goods, and are good at using the characteristics of the goods and the position of the shelves to arrange, and can adjust the position of the goods in time to prevent the out-of-stock or overstocked goods in the store for too long.
5. The store manager is professional in store management
The store manager is responsible for maintaining the normal operation of the store every day, grasping the sales situation, ordering goods from the distribution center, supervising and managing all kinds of operators, and dealing with emergencies in the store.
6. Specialization of public relations and legal affairs
By employing public relations experts, chain stores can establish a good relationship with the public in a way that is recognized by the public and establish an excellent corporate image; A full-time lawyer to handle legal affairs involving the company, such as contracts and lawsuits, can ensure that the company has fewer legal problems and always operates legally.
7. Specialization of shop architecture and decoration
Through the work of professional real estate experts, architects, and store decoration experts, the store is built in a suitable location, and the decoration method is consistent with the shopping behavior of consumers, so that the shopping environment is maintained at a high level in terms of color, brightness, spaciousness, and height.
8. Specialization of business decision-making
Through the appointment of senior managers, chain stores can achieve professional decision-making in terms of store form selection, development area, expansion speed, etc., to ensure a high level of decision-making.
9. Specialization of information management
Through the establishment or adoption of distribution center logistics management system, commodity and personnel management system, bar code system, financial system, store development system, chain group database system and other information systems, and the price of business status, accurate sales dynamics.
10. Specialization of financial management
Appoint financial experts to achieve high-level operation of chain stores in terms of financing, capital circulation and cost control.
11. Specialization of education and training
Set up a training base, appoint full-time training personnel, and continue to train high-quality employees for chain stores.
That is, all work is done according to the prescribed standards. The standardization of chain management is manifested in two aspects:
1. Standardization of operations
The headquarters, branches and distribution centers perform their duties on the ordering, procurement, distribution and sales of goods, and formulate standardized rules and regulations, and the whole procedure is completed in strict accordance with the process drawn up by the head office;
2. Standardization of the overall image of the enterprise
Store development, design, equipment purchase, commodity display, advertising design, technical management, etc. are concentrated in the headquarters, the headquarters provides chain store site selection, pre-opening training, supervision and guidance in the process of operation and communication services, so as to ensure the consistency of the overall image of the chain stores.
McDonald's, as it is known, has a golden "M" shaped double arch in its restaurants all over the world, all of which are dominated by red and yellow;
According to statistics, the most suitable height for people to take money out of their pockets is 92cm, therefore, McDonald's counter design is based on 92cm;
The layout of the store is basically the same: the wall cabinets are all off the floor and equipped with a rooftop air conditioning system; Its kitchen utensils are all standardized, such as the "V" shaped french fry spatula used for bagging, which can greatly speed up the bagging speed of french fries;
A shell-type double-sided frying oven for frying meat can cut the frying time in half;
All fries are fried in the "Chicago style", i.e. 3 minutes in advance and another 2 minutes in the interim, so as to make the fries more fragrant and crispy;
Coca-Cola, which is sold at McDonald's and hamburgers, is said to taste the sweetest at 4, so the temperature of McCa-Cola at McDonald's all over the world is uniformly maintained at 4;
When the bread thickness is 17mm, the taste is the most beautiful, so all breads are 17mm thick;
The pores in the bread are at 05 mm is the best, so the pores in all breads are 05mm。
The 3S principle is the most classic basic principle of chain management, and everyone who understands the franchise knows this well-known principle, and other principles can actually be derived and changed from this principle.
The essence of franchising is the transfer of industrial property rights or intellectual property rights, and the implementation of the 3S principle is the means by which this transfer enables both parties to obtain the maximum utility.
Chain management system learning
Chain enterprises from 0-1, is the store manager thinking, chain enterprises from 1-30, is regional thinking, chain enterprises from 30-n, is the "martial arts league leader" thinking!
How can chain enterprises break through the single-store thinking, break through the regional thinking, and develop the alliance leader thinking?
How to establish a community of interests, a talent reservoir, and a business closed loop of the chain model?
In 2024, catering O2O will organize a 10,000-store chain summit in key cities across the country, and invite experts and teachers from 10,000-store chain brands and consulting services to explain the difficulties of landing chains for chain enterprises in various places. Please send a private message for registration and the organization of the City Summit!