Reflections on retail philosophy 1 I recently read "Retail Philosophy" by Suzuki Wenmin, and I pay special attention to it because I am engaged in the retail industry. The convenience store 7- 1 1, where the author works, was a great success. shine on you was better than Blue, so he opened a store in front of our house. Every successful enterprise has an outstanding helmsman. The author has no relevant experience in the retail industry, but he has made 7- 1 1 a giant in the convenience store industry, which is admirable. The author's unique innovative perspective is closely related to his systematic knowledge system of learning psychology and statistics. His profound psychological skills enable him to always look at problems from the perspective of consumers and develop a sensitive habit of catching market changes. Know statistics and how to use data analysis to serve enterprises and provide basis for business decisions. Therefore, we don't always focus on our professional fields. Contact with different disciplines can often give us a unique perspective to think and solve problems from another angle. This may be our popular cross-border robbery now.
His other book Confessions of a Business Genius will better deepen his understanding of business. Facing the ever-changing consumer demand, the author always advocates hypothetical thinking, understands the ever-changing market, establishes assumptions and then implements them, and then verifies the results. Doing business is really focusing on the future, making predictions, feeling the changes in the market one step ahead of others, finding solutions, and then accepting the test. Only in this way can we cultivate the ability to cope with change.
Reflections on retail philosophy 2 Last Wednesday night, I met a Zhejiang businessman in the New Shanxi Merchants' Guild Hall in Beijing's West Third Ring Road. This is really a wonderful thing. Of course, what is even more amazing is that I, a gossip, forgot to ask a question from beginning to end about my feelings of coming to the Shanxi Merchants Guild as a Zhejiang businessman. Until now, I still blame myself.
Zheshang looks very young. At first glance, he is in his early 30s. But after he said three or five more sentences, I doubted my judgment. Because he used the investment of supply and marketing cooperatives to do business in his early years. Judging from the emergence of important institutions, it makes sense for me to change my mind. He has done several businesses and is also a "famous ticket" on the Internet.
There is also a software company owner in the domestic retail industry. When talking about the marketing of a luxury goods in the case of thousands of categories of goods, the boss said: "Such a company has no retail spirit."
I asked, "What is the retail spirit?"
Zheshang took it and said, "Slow down." He said that the retail spirit is to set the cheapest price for products, so that every product becomes a product for the public and a product with high circulation.
I can't help thinking of JD.COM Shopping Center.
The procurement source of JD.COM Mall is still a mystery in the industry. It is said that JD.COM even went to Gome and Suning to buy some goods and then sold them online. In this case, it sells not the price but the service. In the mode of JD.COM Mall, the price is very important in the initial stage of operation, but it is not so important in the later stage. What is important is that consumers are unwilling to go to Gome and Suning again.
However, when JD.COM Mall achieved annual sales of 4 billion yuan, the bottleneck encountered was very obvious. Everyone says it's time to look at Liu's wisdom. He can make him do more. Compared with traditional stores, JD.COM. The advantage of COM lies in the e-commerce platform. If we make the company bigger, it means that the market coverage area will expand, the supply cost will increase, and we will enter the stage of supply chain competition. In the supply chain control, JD.COM has no advantage, whether outsourcing or self-construction, it will encounter huge cost problems. In this field, it cannot compete with Gome and Suning.
The bottleneck then appeared.
Retailers like to talk about the spirit of retailing, but I still don't fully understand it. Judging from the general law of the circulation industry, if we can achieve the largest scale and lowest price of products like Wal-Mart, we can find the spirit of retail.
After the arrival of the financial crisis at the end of a certain year, the small and medium-sized enterprises in the southeast coast were seriously damaged, and foreign trade enterprises were forced to go to Liangshan and start domestic trade. Economically speaking, enterprises basically die in the process of growing up, but for many small and medium-sized enterprises in the southeast coast, a large number of deaths in the process from outside to inside can also be regarded as a scene in a certain year. Of course, there are many reasons, but the retailer's summary has made me a refreshing person who listens to IT ideas all day.
Retailers believe that foreign trade enterprises are never sellers but manufacturers. The characteristics of foreign trade orders are that buyers directly place orders, factories directly start production, and trading channels are point-to-point. Most foreign trade enterprises have not entered the circulation link, so they have not accumulated retail methodology, partners, management methods, cost concepts and so on. And the time left by the market is very urgent.
From a global perspective, after so many years, the best model of online retail is Amazon. There are many online retail enterprises in China, and the existing model does not know whether it has touched the ceiling. But what's even more intriguing is that everyone says that China is different from the United States, and I don't know if we can reshape a spirit, even if it only belongs to online retailing.
Philosophical Review of Retail III. Mr. Wenmin Suzuki is the founder of Japanese brand 7 1 1. When studying in the United States, he found that the 7-Eleven convenience store, which was affiliated to the American Southern Company at that time, appreciated the business model of the comprehensive convenience store and introduced it to Japan.
This book mainly talks about Mr. Suzuki's personal business philosophy of how to make convenience store retail flourish from zero to one since he launched the franchise right of 71/kloc-0. take for example
1, the branching strategy of dense location. Mr Suzuki thinks that dense site selection has many advantages. First, increase the efficiency of logistics distribution before each branch, and establish a central distribution warehouse at low cost, which can cover the surrounding stores and ensure that the goods in each store can be replenished in time. This model was an innovation at that time; Second, it is conducive to expanding the brand effect, and dense stores are more likely to leave a deep impression; Third, save marketing costs.
2. Pay attention to the needs of consumers. 7 1 1 Never considered winning by price. Suzuki believes that "Wumart" can better meet the needs of consumers than "cheap" in the era of abundant materials, so 7 1 1 In order to control the quality, we will not hesitate to develop free brands and control the upstream industrial chain. In addition, Suzuki positioned 7 1 1 as a store providing convenient services, not just selling goods. As a result, they boldly added payment services to stores, set up ATM machines in stores, collect express delivery, develop photos, and even some stores have rest areas and toilets.
3. Respect and encourage grassroots employees to make decisions and innovate. This is a bit like the domestic catering brand "Haidilao" 7 1 1 fully delegating power to grass-roots employees in the process of operation and management, and encouraging them to change goods and goods according to the consumption habits of local shops. Mr. Suzuki attaches great importance to communication with grass-roots employees and listens to their voices.
Reflections on retail philosophy. After reading this book in the subway, I can't remember many details clearly. This book tells about the establishment and development of 7 1 1, summarizes some experiences, and gives me a new understanding and respect for Japanese enterprises. Aside from other emotional factors, I usually see Japanese brands, that is, quality assurance, 7 165438.
1, if you want to reduce costs, distribution, selection, etc. As much as possible.
2. Almost strict quality requirements are the sharp weapon to win the market after consumption upgrading.
3. The cause that everyone supports is not necessarily correct, and the business market that is easy to do is over-saturated, and what everyone opposes is not necessarily wrong. Sometimes direction is more important than hard work.
4, the necessity of direct communication, information transmission will be missing, employees will feel that they are valued.
5. Free brands should not be too cost-effective. High quality is also a key factor to enhance the brand. 7 1 1 Being a spokesperson for quality is not brought by the word-of-mouth of circulating products in the market, but the excellent quality of free brands.
6. It is really important to understand the market and consumer psychology.
7. Having good competitors is a win-win situation.
No matter how the market changes, it mainly caters to customers' consumption habits. It is common to change frequently. As long as you keep up with the buyer's era, you will not be eliminated.
9. Try to provide convenience for customers, and shopping habits can be cultivated.
When I was in JD.COM, Lao Liu recommended this book on the staff platform. At that time, I didn't realize the importance of learning to charge. I found a reason to leave JD.COM, because I didn't have time to read a chapter, but I still took the time to read it. Obviously, attitude is more important than environment. Let's talk about it first