How Should Traditional Clothing Enterprises Turn Their Bodies Perfectly?

Different industries have different practices. Combined with the advantages of enterprises, the practice is even more varied. Is there no common sense? Obviously not. Stores have a very clear path in the path of spanformation. As long as they work hard, most of them can feel the way. The following are summarized as follows:

Slow shop VS quickly disappear stores. This classification is different from the traditional division of KA stores, business super stores and exclusive / exclusive stores. We are accustomed to categorization of business super stores and stores according to channel types. According to the author's observation, this type of stores will lose more than 80% in the next 3~5 years, and the remaining 20% will be successfully spanformed into slow stores, and stores will be spanformed into fast retailing stores. The monopoly / exclusive store is classified according to the ownership of investors, and the location of such stores will also be invalid. However, this type of stores will be more fortunate, and some will be spanformed into fast selling stores (i.e. takeaway), which are mainly exported to others. Some of them will be spanformed into slow stores with unique styles and scenes.

It must be said that the core feature of the slow shop is the scene consumption. For example, business cafes, cafes, high-end French restaurants, and so on, people come to such stores for the main purpose of meeting some kind of scene. For example, entrepreneurs need a room for communication, so there are many startups such as entrepreneurs, garage coffee, 3W coffee and so on. For example, a high-end French restaurant will be a good choice when lovers pursue romance. Scenario consumption corresponds to relatively high gross profit, customer unit price and longer consumption time.

Fast door stores are characterized by fast service and low gross margins, but the user base is huge. For example, a large number of so-called Internet thinking restaurants, Huang Taiji pancake fruit, West master hamburger, carved beef sirloin, fruit master's future fruit shop. This type of store is very popular with white-collar workers. There is a special example of the eagle's beef sirloin. The eagle makes a low margin product with a very high gross profit, and many people disapprove of it after eating. In fact, a lot of bricks and tiles are highly esteems in the business thinking of Eagle carving. We will find that one of the obvious characteristics of his thinking is the high tonal scene (conforming to the slow dissipation feature). The pure beef brisket is a fast fading product, but it has done enough foreplay to make the user experience a different experience. The most interesting thing is that the size of each store is very small, which exposes the essence of fast moving stores, but lets a fast opening store have a slow door experience.

Business district shop VS community store. The work divides life into tidal state, which leads to the store (working state) and the community store (off duty). We will find that: 7-11 in the past, from the pure business circle stores began to move quickly to the community stores, a large number of supermarkets also launched a community store model, from the business district shops gradually to the community store spanfer, this is a big trend. Behind this trend is the gradual return of people to the state of relaxation, nature and family. The form of community stores is full of potential in the future. Because users like to stay at home, the service radius of community stores can cover families.

The competition in the era of mobile Internet is, in the final analysis, the competition between time and scene. These two dimensions form a four quadrant. The four quadrant methods of store spanformation are different, and the general laws are as follows:

The first quadrant shops: the most expansive, the best way is to build self built platform and accumulate the number of users. The disadvantage is that it is relatively slow in the early stage, and also requires high team operation capability, that is, the offline + platform (online) is built on its own. When new brands develop to a certain point, they will often be suppressed or bought by the traditional brand with strong capital advantage. The brand that can come out is bound to subvert the brand of the industry. At present, the valuation of fresh O2O projects is often very high, that is, the quadrant project.

The second quadrant shops: weak expansion, more suitable for door-to-door service. For example, the recent strong rise of home massage, 58 home (Bao Jie), chef door-to-door nail, etc. The advantages of such stores are very light, which is suitable for the Internet spanformation of craftsmen. Such projects are generally dominated by kings, and only a trump card in a subdivision industry. Therefore, in the choice of business mode, the quality of vertical service is the core competitiveness.

Third quadrant shops: weak expansibility, more suitable for customized services. For example, custom made suits. Leather shoes customization Home decoration design, training and so on. The lack of core brands in such stores is due to the lack of core brands. Entrepreneur Their technical level is high - it is not easy for experts to make such a brand / platform, but real experts are few. In spanition, experts often pride themselves on technology and resources. Internet We must let these people "die without burial place" without empty cup mentality.

Fourth quadrant shops: strong expansion, suitable for outward delivery services. For example, the recent rapid rise of hungry, delicious food and so on. Such platforms must rely on the form of business circles to survive. Once they enter community services, the disadvantages of their service radius and quality will be highlighted. But hungry, this kind of platform has brought hope to China's catering industry. A large number of restaurants can provide outbound services through it and expand the efficiency of stores.

Once the direction of spanformation is determined, a fulcrum must be sought. The above four quadrants may succeed, and the most important thing is what opportunities belong to them. The bricks and tiles once joked: "all eyes are opportunities, and it turns out that one is not his own -- because I do not have the core competitiveness of success, that is, fulcrum. Many people think that one skill is a fulcrum. If this can be achieved, it is estimated that China is full of billionaires. The fulcrum must integrate several elements: future trend, time opportunity, core skills, user pain points and solutions, which can be said to have found 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 OK, that is the difference between 0 and 100. Business models are coming out, so you have to work hard. Only 1 of the future trends, timing, core skills, user pain points and solutions can be counted. Recently, a book called "from 0 to 1" is actually a question of whether or not the fulcrum can be found.

After the 1 stage, it has come back to the commonplace team, talent, management and operation. These are not the main thrust of this article, but do not start. But one thing can be said: if the founders work at this stage like 0 to 1, you will probably not grow up; if you do not work 0 to 1, you will be trapped in the mire of stagflation.

The spanformation of stores is no longer a multiple-choice question. No death, no luck. In the Internet age, the general trend is irreversible, and the survival is the only way to survive. Transformation requires determination and stability, not frivolity. There are risks in real spanformation. Transformation does not mean that stores have won the gold medal. It may still die today or die tomorrow. Those who can live in the future are bound to explore tentacles into the interior and spanform them from inside to outside.