Internet storm, how to transform the traditional clothing industry

Under the Internet storm, the store has its own pressure. How should the store “turn” before it loses its direction? Different stores have their own “turn” method. According to the specific conditions of the store, it is not enough to "reduce the foot and fitness."

There are many traditional chain store owners and store operators asking, "How to make their stores transform, especially to the Internet." This topic has caused me more headaches because the types of stores are different and most of the methods of transformation are somewhat different. There are also differences in the company’s business philosophy, advantages, and methods of transition.

For example: How does a mall's clothing store transform into an Internet store? The general approach may be: from the point of view of the user service to do a fitting software, users can try on clothing online, and then to the store delivery; or simply in the Tmall, only The products are sold on the platform, such as direct mailing from the store; or the quality and characteristics of the clothing are disseminated through a platform like the like, and the reservation order is received for customization, and then mailed or sent to the store for self-collection.

This case can illustrate a problem: the advantages of the company are not the same, the method of transformation is not the same. If the business owner himself is a designer, then customizing this path is undoubtedly a good path; if it is a clothing factory origin, then Tmall, Vipshop will be a good choice; if you are doing software, then be a fitting Software is a good choice.

This is just the tip of the iceberg. Different industries have different practices. After combining the advantages of the enterprise, the practice is even more varied and varies greatly. This can be judged on a case by case basis. Is it not possible to find commonality? Obviously not. In the path of transformation, the store has a very clear path, and as long as it takes effort, most of them can touch the doorway. Summarized as follows:

1. Determine the type of store

Slow elimination stores VS fast elimination stores. This classification differs from the traditional division of KA stores, supermarkets, and monopoly stores. We are used to classifying supermarkets and supermarkets according to channel types. According to the author's observation, this type of store will die more than 80% in the next 3 to 5 years. Among the remaining 20%, Shangchao will successfully transform into a slow-elimination store. The store will be transformed into a fast elimination store. Monopoly/specialized stores are categorized according to the ownership of investors. The positioning of such stores will also be invalid, but this type of stores will be relatively fortuitous, and some of them will be converted into fast-food outlets (ie, takeaways) that are mainly sent to foreign countries. Transform into a slow-elimination shop with a unique style and scene experience.

It must be said that the core feature of the slow consumer store is the scene of consumption. For example, start-up coffee shops, cafes, high-end French restaurants, etc. The main purpose of people coming to such stores is to satisfy certain situations. For example, entrepreneurs need a space for communication, so they have created entrepreneurial coffees such as entrepreneurs, garage coffee, 3W coffee and so on. Another example is the high-end French restaurant, which is a good choice for romantic lovers. Scene-based consumption corresponds to relatively high gross profit, customer unit price, and longer spending time.

The fast-elimination door shop is characterized by fast service and low gross profit, but the user base is huge. For example, a large number of so-called Internet thinking restaurant, Huang Taiji pancake fruit, West Master Rougao, carved Lord burdock, tune fruit division future fruit shop. This type of store is very popular with white-collar workers. Early adopters and interesting people become very important tones. There is a special case of carving the Lord's sirloin. The sculptor Lord has made a gross profit of a low-margin product very high. Many people do not agree with it after eating. In fact, Da Yu is very respectful of his business thinking. We will find that one of the obvious characteristics of his thinking is the high-profile scene (in accordance with the characteristics of slow elimination). The pure burdock is a kind of fast-eliminating product, but it has done enough. Foreplay allows users to experience different experiences. The most interesting is that each store has a very small area - this exposes the essence of the fast-food outlets, but it allows a fast-food outlet to have the experience of slowing down the store.

2. Determine the service radius

Business Circle VS Community Store. Work divides life into a tidal state, which in turn creates a business district store (working state) and a community shop (off work state). We will find that: 7-11, in the past, began to quickly move from a purely commercial store to a community store, and a large number of supermarkets have also launched a community store model, which has gradually shifted from a shopping center store to a community store. This is a general trend. Behind this trend is the gradual return of people to the state of relaxation, nature, and family. The shape of community stores has great potential in the future. Because the user likes to stay at home, the service radius of the community shop can cover the family.

3. Determine the direction of transformation

The competition in the era of mobile internet is the competition of time and scene. It is these two dimensions that form a four-quadrant. The four-quadrant store conversion method is not the same, the general rules are as follows:

Stores in the first quadrant: The most expansive, and the best practice is to build the platform and accumulate the number of users. The disadvantage is that it is relatively slow at the early stage, and at the same time, it has a high requirement for the team's ability to operate, that is, the offline + online platform is self-built. When a new brand develops to a certain time, it will often be suppressed or acquired by the traditional brand with capital advantage. The brand that can come out must be the brand that can subvert the industry. At present, the valuation of fresh O2O projects is often very high, which is the project that belongs to this quadrant.

Stores in the second quadrant: weaker expansion, more suitable for on-site service. For example, the recent strong rise of the ****, 58 at home (cleaning), chefs door, door to nail and so on. The advantage of this kind of store is very light, and it is suitable for the transformation of the Internet of craftsmen. Such projects are generally the largest among the kings. There is only one trump card in a sub-industry, and the other opponents have a smaller living space. Therefore, in the choice of business model, the quality of vertical services is the core competitiveness.

Third-quadrant stores: The expansion is weak and it is more suitable for customized services. For example, suit customization, leather shoes customization, home decoration design, various trainings and so on. The lack of core brands in these stores is due to the high technical level of the entrepreneurs themselves - it is not very difficult for experts to make such brands/platforms, and the real experts are after all a minority. In the transition, experts are often surprised by the unique technology and resources, and the Internet will have to allow this group of people to "death without burial." Without an empty cup of mind, this era can't play.

The fourth quadrant stores: The expansion is stronger and it is better to do delivery services. For example, the recent rapid rise of hungry, home food and other food and beverage platform. Such platforms must rely on the shape of the business district to survive. Once they enter the community service, the disadvantages of their service radius and quality are highlighted. But what is hungry? These platforms have brought hope to the Chinese food and beverage industry. A large number of restaurants can use it to deliver services and expand the store's effectiveness.

4. Finding fulcrums and forming business models

Once the direction of transformation is determined, a fulcrum must be sought. The above four quadrants may all be successful, and the most critical is what opportunity belongs to them. The brick panel Yuki once said jokingly: “Every eye is an opportunity. It turns out that one of them is not your own—because I don’t have the core competitiveness to be successful, that is, the fulcrum. Many people think that skill is the fulcrum - if this can be successful, it is estimated that China's land is full of billionaires. The fulcrum must integrate several elements: future trends, timing, core skills, user pain points, and solutions. Only in this way can we find a fulcrum. Even if you find a fulcrum, this is 0, because your business model has not yet formed - do not think that you want to understand it is OK, it is the difference between 0 and 100. The business model is long, so you have to bury it. The future trends, timing, core skills, user pain points, and solutions are all counted. This is called 1. Recently, there is a book called "From 0 to 1". It is actually a matter of whether the pivot can be found and whether it can be formed.

After the 1st phase, it returned to the old-fashioned team, talent, management, and operations. These are not the main thrust of this article and do not expand. But there is one thing that can be troubling: If the founder is working like a 0 to 1 mentality at this stage, you are probably not growing much; if you don't have a mentality of 0 to 1, you are probably trapped in the quagmire of stagflation.

Nowadays, the transformation of the store is not a multiple-choice question, and it is not allowed for the store to hesitate. Do not turn to die, no fluke. In the age of the Internet, the general trend was irreversible, and it was only afterwards to survive. The transformation requires determination, more need for stability, not frivolity. The real transformation will eventually have risks. The transition does not mean that the store has won a death-free gold medal. It may still die today, or die tomorrow. Those who can live in the future must inevitably tap into the inner tentacles and transform from the inside to the outside, far more than placing a QR code at the door of the store.