The United States Will Gradually Shift To The Emerging Retail Channels Of Various Shopping Centers In The Future.

According to the world clothing shoes and hats net, Zhou Chengjian said, "today,

Better at making brand and product content, and around

The supply chain capability of products is also the strategic focus of Smith Barney.

And then all the new lines are under the national line.

Channel strategy is further covered, and online channels will continue to improve and improve.

"Online business now accounts for about 15% of the total, and there is also a market opportunity for 80%-90% under the line. Smith Barney will grasp the offline market to form a competitive brand with scale advantage."

Recently, at the end of the year when Metersbonwe announced more than 160 stores in the country, the founder Zhou Chengjian said, "when we have brand and content, we will embrace the online and offline channels, and I believe the line will not be too bad."

In 2017, Metersbonwe was once again at the crossroads of pformation.

In July 18th, Smith Barney held a brand promotion strategy conference in Shanghai headquarters, announcing that its Metersbonwe main brand will be pformed from a single leisure style into five styles in the future.

At that time, why did the US state, which once held the banner of the Internet but did not perform well, refocus on products and retail entities? "Under the impact of the Internet wave, the United States has been impetuous, confused and misplaced in the Internet pformation.

Although this series of attempts laid a technical foundation for the US based lean data management based on big data.

Zhou Chengjian reflected, "but some exploration may go beyond the scope of being an excellent brand operator, and it also brings some pressure to the company's performance."

At this conference, Zhou Chengjian expressed strong confidence in physical retailing. "The United States will continue to adjust its channel layout in the future, not only in the second tier cities, but also in the three to five tier cities, and gradually move to new retail channels such as shopping centers."

At the end of the year, the United States gave a response to this slogan.

Following the opening of the ten store on the same day in November, at the end of 2017, at the end of 2017, the United States ushered in more than 100 new stores.

Transformation and re pformation

Metersbonwe, who did not take the unusual road, once served as the representative of domestic garment enterprises, and once led the fashion trend of Chinese young people.

"Internet +" and electricity providers began to impact on physical retail. The US bond has launched a series of O2O projects such as state purchase, "fan" and "intelligent manufacturing". It is raising funds of 9 billion yuan to pform to the Internet, including launching 100 experience stores, but has not played a role in improving the performance. And huge capital investment has increased the pressure of pformation for later operation.

2015 earnings showed that the company lost more than 431 million; net profit in 2016 was 36 million 160 thousand, an increase of 108.37% over the same period last year, but at the end of 2017 to the three quarter, its revenue was 4 billion 442 million yuan, down 5.69% compared to the same period last year, and net profit loss was 124 million yuan.

The pressure of pformation is still there. The latest financial report said, "the company continues to steadily promote brand innovation, channel pformation and supply chain optimization. Direct business pformation has achieved initial success, but the adjustment of franchise business is still lagging behind, and the overall performance of the company still has a certain deficit.

It is estimated that the annual performance will be reduced by 30%-60% compared with net profit deducted from non recurring gains and losses in 2016. "

In the past few years, the pformation strategy of the United States has been controversial.

Zhou Chengjian said, "before the 2005, the supply chain efficiency of the United States was very good. Later, under the guidance of various strategic consultations, the joining and wholesale mode came together, squeezing stocks and squeezing them in."

Zhou Chengjian said that after studying dozens of cities across the country, he made a decision on pformation and brand upgrading.

"Today, the popularity of American bond is not as good as that of foreign fashion brands ZARA, UNIQLO and Muji.

But by providing diversified lifestyle choices and one-stop shopping experience, there is still an opportunity for American brand to overtake UNIQLO.

At this time, the shift from the force line to the next line is the focus, Zhou Chengjian told reporters. "Today, Smith Barney is better at making brand and product content, as well as the supply chain capabilities surrounding the brand products, which is also the strategic focus of the United States."

Then, under the national line, all emerging shopping center channel strategies will be further covered. At the same time, we will continue to improve and perfect online channels.

Compared with the previous Street store in the traditional business circle, the United States began to tilt its shops to the emerging business circles.

In October 2017, the United States and the United States gradually entered into cooperation with India, new town, Wanda and other shopping center systems. Zhou Chengjian believes that "channel upgrading is bringing new opportunities for the development of the United States."

Post dividend Era

The pformation problem faced by the United States is almost the challenge faced by all local clothing brands in the "post market dividend era".

In 2012, Smith Barney had 5220 stores at its peak, and now there are nearly 4000 retail terminals.

Before and after 2012, the rise of foreign fast fashion brands and the rise of electricity providers had a double impact.

In fact, it is also a microcosm of the garment industry. The brands of other brands such as YISHION, Semir, Baleno, JEANSWEST, Giordano and so on are struggling in the pformation quagmire.

Looking back at the development of foreign brands in China in recent years, "there are a lot of good offline brands, but why are American States not doing well?" Zhou Chengjian said. "Because Smith Barney used to think that he was the best, blindfolded his eyes, and used his inherent logic of thinking to layout, this is not enough."

"The development of the United States and the United States has a very good combination, after the reform and opening up of the dividend era, then the environment gave us a good development."

Zhou Chengjian believes that the leap of Internet commerce in the past few years has been enjoying the price sensitive dividend era, and now this era is over.

Price competition is not sustainable, and future competition will revolve around brand, creativity and offline experience.

On the one hand, the development of China's digital "great leap forward" has brought dividends to entrepreneurs, and also caused confusion to entrepreneurs.

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Over the past ten years, China has grown into a leader in the global digital technology field.

According to McKinsey's "China in the digital age", taking e-commerce as an example, ten years ago, China's retail electricity business volume was less than 1% of the global total, and now it accounts for more than 40%.

It is estimated that China's retail electricity supplier turnover has exceeded the total of France, Germany, Japan, Britain and the United States, accounting for 42%.

The penetration rate of mobile payment of Chinese Internet users jumped from 25% in 2013 to 68% in 2016.

In 2016, the amount of mobile payment pactions related to personal consumption in China amounted to 790 billion US dollars, equivalent to 11 times that of the United States.

Compared with Europe and America, the digitalization of China's consumer oriented industries (such as retailing and entertainment) is significantly higher than that of the European Union and the United States.

The retail industry in China ranked fifth in terms of digitalization, while the United States and the European Union ranked only fifteenth and fourteenth.

On the other hand, the traditional physical retail industry is the most severely affected by the network development. It is constantly challenged by online retailing in terms of price, product selection and customer shopping experience.

So far, however, physical stores have not disappeared from the market as expected.

On the contrary, the rise of pure e-commerce has stimulated the development of new business models in traditional retail industry.

Some retailers are coping with closing down some physical stores, but others choose to create new stores that can adapt to the digital age.

"There's a lot of data on e-commerce or online, but in real retail or other offline retailers, there's a lot of data."

Zhang Xiaohui, vice president of APT, said: "every day, every shop and every small ticket, how much money the customer spends, how to pay, and how long the frequency, basically covers the most important source of data needed for price advantage."

Most businesses choose to continuously improve their shopping experience from all aspects.

Peter Schwabe, editor in chief of the global science and technology field of the Economist Intelligence Unit, told reporters that these retailers have taken various measures to deal with the pressure: first, retailers have better knowledge of their employees and provide customer focused services.

Second, increase the choice of commodities.

Third, to reduce prices, nearly 3/4 of respondents have cut prices for goods, which is imperative for them.

Fourth, we should enhance the loyalty program of our customers.

A more strategic response is to enhance the exclusive experience of store shopping.

The most obvious example is the training and recruitment of employees who are more than expected.

E-commerce operators are constantly experimentation with automated systems, hoping to mimic the shopping experience provided by real salesmen, but so far they have not been widely adopted.

This shows that customers attach importance to the knowledge exchange and dialogue interaction provided by physical stores, and prove that retailers are right in investing in this field.

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