The concept of new retail, in the simplest terms, is actually to connect "goods" and "people" with something called "field". This "field" is not fixed, it can be a scene, a physical location, or even a user's residence. All the "fields" that can connect people and goods together can be called retail. The essence of retail is to let users and products find each other and make goods and people have a relationship. The essence of new retail is driven by big data, reconstructing "people, goods and fields", and transforming the retail form through the development of new technologies and the upgrading of user experience. On the human side, data helps commodity producers and service providers to better identify and understand consumers, gain insight into consumer needs and achieve precise marketing; In terms of goods, data guides the production of goods and service optimization, and then provides the most suitable goods to consumers in all suitable scenarios (including online and offline) to realize intelligent control of goods; On the spot, the data helps the mall managers to complete the passenger flow analysis, optimize the dynamic line design, and solve the problem of matching investment and location in the past. The background of the new retail development is the reduction of industry costs and the increase of efficiency, and its core driving force is still economic interests, which is the search and pursuit of market profits by enterprises; The realization of new retail is based on the progress of science and technology. Relying on the Internet, enterprises use big data, artificial intelligence and other technical means to upgrade the production, circulation and sales process of commodities, and deeply integrate online services, offline experiences and modern logistics. The development direction of new retail is still to follow the changes in consumer demand, and the value created by new retail matches the needs of consumers. The characteristics of new retail The "newness" of new retail is actually a relative concept. The term "new retail" does not belong to a certain model, and every era has its own new retail. Retail industry is accompanied by human civilization, and it already existed when people knew to exchange things for things. In the study of retail history, the three revolutions summarized by western economists are the emergence of department stores, chain stores and super shopping centers. In recent years, the concept of the fourth retail revolution has gradually emerged. The new retail we are talking about now is a data-driven pan-retail form centered on consumer experience, and its biggest feature is the interactive integration of digitalization, omni-channel and more flexible supply chain. Among them, digitalization is the core feature, and it is also the foundation of omni-channel and more flexible supply chain. New retail strategy New retail uses emerging technologies such as artificial intelligence, big data and cloud computing to intelligently upgrade the industrial chain of the industry, including consumer demand identification, design, procurement, manufacturing, promotion, trading and distribution, and forms an online (cloud platform)+offline (store or manufacturer+intelligent logistics (efficient supply chain system) operation mode by combining social networking and scene construction, and finally integrates people and goods. Since the concept of new retail was put forward, many enterprises, including Alibaba, Tencent, Baidu, JD.COM, Xiaomi and Netease, have started the exploration of new retail. With the outbreak of new retail species, with the help of digital technology, logistics industry, large entertainment industry, catering industry and other diversified models have all extended their retail forms, and more retail species are about to hatch. However, different types of retail enterprises, such as brands, e-commerce, offline chains, control different retail links, so different enterprises will adopt different strategies in different links according to their own characteristics. (1) Improving quality and increasing efficiency in production and manufacturing. Brands with their own manufacturing capabilities can ensure product quality from the source by strengthening quality control at the production end and improving design. Taking Uniqlo as an example, Uniqlo implements the SPA (Private Brand Professional Retailer) model of raw material procurement, R&D, production and sales, with direct chain stores as the mainstay, and the whole supply chain is compressed to control fees, which has the first-class quick response ability in the industry. SPA is a "vertically integrated" business model in which enterprises participate in the whole process. In this mode, enterprises need to strictly control all aspects of products from planning to sales, reduce the cost of outsourcing, and manage the whole process of goods from the planned source to production to delivery to customers. This model not only shortens the process of supply chain, but also collects all aspects of consumer information, further narrowing the distance between enterprises and customers. While adjusting the company's strategy and improving product quality, we will provide consumers with more comprehensive services. The traditional clothing industry, from clothing planning, design, production and processing, logistics and transportation to the final store sales, takes 9-12 months, and the product development takes a long time. However, the clothing industry is an industry with frequent updates, which will be eliminated if it cannot keep up with the market trend. SPA supply chain model has created a new development space in the clothing industry. By shortening the link from design to sales, products can be delivered to customers more quickly, so that they can occupy an advantage in the clothing market. Compared with traditional clothing enterprises, SPA supply chain model has obvious advantages in collecting consumer information, rapid production and shortening logistics, which can save some costs and make the capital flow of enterprises smoother. Finally, we can achieve the business objectives of cost control, quality control, high quick reaction ability and so on. (2) Exert logistics to improve the efficiency of supply chain. The diversification of consumer demand and the differentiation of delivery scenarios under the new retail model put forward higher requirements for logistics service level. For this reason, some enterprises chose to build self-operated logistics networks to improve the efficiency of supply chain. For example, in JD.COM, the logistics system is a very important part of JD.COM's infrastructure. At present, JD.COM has 6 million operating lines, 231,111 logistics service vehicles, 311,111 terminal service outlets and an infrastructure area of 12 million square meters. In October 2116, JD.COM decided to socialize its logistics system, and in April 2117, JD.COM established Jingdong Logistics Company. Some enterprises choose to improve logistics through third-party logistics platforms, such as Ali. Ali's new retail logistics system thinking is "platform thinking": adopting the light asset model to build rookie logistics and become an information service platform for third-party logistics. At the same time, it forms a deeper bond with the express delivery company through equity, and continues to deepen the penetration of the express delivery industry. Backed by Ali, the rookie's layout in logistics enterprises mainly includes investing in express delivery, instant logistics, logistics service providers and supply chain service providers, and gradually incorporating warehousing, trunk transportation, terminal distribution, logistics real estate and cross-border logistics into its own territory. Cainiao Network is an open, shared and socialized logistics infrastructure platform that integrates the data of logistics, merchants and consumers to realize the digitalization of logistics and provide information services for logistics enterprises and e-commerce enterprises. Retail enterprises without self-built logistics can also improve their logistics level by accessing logistics platforms. As a social logistics integrator under the Ali ecology, from the beginning of transportation, the rookie will inject the orders from the Ali retail platform into the logistics express enterprise platform that it cooperates with, link business flow and logistics, and integrate the data of route transportation companies. After big data analysis, the rookie platform will provide various services such as routing bills and logistics clouds. Backed by Ali, the rookie's layout in logistics enterprises mainly includes investing in four parts: express delivery, instant logistics, logistics service providers and supply chain service providers, and gradually bringing warehousing, trunk transportation, terminal distribution, logistics real estate and cross-border logistics into his own territory. (3) Channel change In the new retail era, brands are facing more stringent and higher requirements in strategy, logistics, warehousing and supply chain. It is necessary for brands to break through the barriers between channels, re-plan the omni-channel new retail transformation under the digital background, and make full use of big data to create a people-centered scene consumption experience. Omni-channel retail has become an inevitable trend. Omni-channel retailing refers to the behavior that enterprises adopt as many retail channel types as possible to combine and integrate (cross-channel) sales to meet customers' comprehensive experience needs of shopping, entertainment and socialization. These channel types include tangible stores (physical stores and service outlets) and intangible stores (door-to-door direct sales, direct Email and catalogues, telephone shopping, TV shopping malls, online stores and mobile phone stores), as well as information media (websites, call centers, social media, etc. Enterprises can choose according to their own situation, make up all online and offline channels, make use of their own technology and Internet genes, carry out corresponding transformation of offline retail, realize seamless connection between online and offline, and expand international business to cover a wider range of channels through unmanned retail formats, find new growth drivers, and create a new omni-channel, all-connected retail ecosystem. For example, Leyou's omni-channel model: Leyou develops the omni-channel marketing model of "APP+ online mall+chain store", and turns the shopping scene into a borderless commodity exhibition hall with the advantages of the Internet and physical stores. With the dual advantages of convenience and customer experience, Leyou will complete the online and offline interaction more quickly, fully meet the shopping needs of more young consumers after 85 and 91, and adopt thousands of accurate marketing solutions for different members in actual operation with the help of member collection and analysis system. The core of Leyou omni-channel integrated marketing is to use advanced Internet technologies such as big data and cloud computing to analyze and seamlessly link customer resources and product information in all sales channels, so as to improve the shopping experience of customers in any channel. Through membership management system, Leyou can quickly capture the new consumption trends of customer groups and enhance brand loyalty, which is a necessary joint to realize accurate marketing. The accurate service provided by Leyou to users starts from two angles. One is to implement joint sales according to the stage characteristics of consumers. By analyzing the consumer's age group through previous purchase behavior, we can push the joint products suitable for him according to the characteristics of this age group. Another angle is to determine the attributes of consumers from the brand, and then carry out continuous brand push services. (4) Creating a new experience through new species and new formats Facing consumers' demands for convenience of shopping, value of service experience and diversity of goods, providing personalized customized services and quick door-to-door delivery has become a way for enterprises to facilitate consumers and obtain stable customers. Enterprises that produce suits, furniture, tea and other commodities begin to provide customized value-added services to consumers on the basis of high gross profit margin space, and transform the supply chain with data based on consumer data, thus realizing C2B or C2M mode. Take the red-collar suit as an example. In 2113, the customized flexible production line RCMTM (namely RedCollarMadeToMeasure) developed by Red-collar was basically formed. RCMTM is a customized production line established by Red-collar on the basis of big data, which is used to realize the efficient and rapid production of customized clothing with computer assistance. The customization of red collar can be realized by two business models: B2M(BusinesstoManufacturer) and C2M(ConsumertoManufacturer). 91% of the red collar customization business comes from overseas, and 11% comes from China. In overseas markets, any customized merchant who cooperates with Red Collar can hand over its order to RCMTM system for completion, which is B2M mode, that is, the mode from merchant to manufacturer; In the domestic market, Red Lord pushes C2M mode, that is, the mode from consumers to manufacturers. C2M is a concept of factory direct sales without any intermediate links. The personalized needs of consumers are transmitted to the factory in real time through information technology, and the factory can meet the needs of consumers quickly and accurately without any delay. The C2M model takes the consumers at the C end as the core, and C drives the operation of the whole supply chain, industrial chain and value chain of the enterprise to meet the needs of consumers at the fastest speed. Compared with traditional industrial production, the advantages of C2M mass customization are obvious, as shown in the figure below. After the transformation of mass customization, Hongling Group broke away from a highly competitive garment manufacturing Red Sea market, and the competitive environment became relatively relaxed, which greatly improved the efficiency and profit of the enterprise. In 2114, Red Collar achieved a year-on-year increase of more than 111% in sales profit index. It has become a successful example of the transformation and upgrading of traditional manufacturing industry with the help of information technology. In the end, from retail to new retail, there is not only a word "new", but also a new sales scene, a new relationship between merchants and consumers, and a new supply chain process. While the industry brings changes, consumers will also benefit from new retail and enjoy more efficient services and better products. In this context, only enterprises that pay attention to efficiency and consumer experience and choose the most suitable change strategy according to their own conditions can truly soar in the east wind of new retail.