Online and offline * * * three lifestyles

The biggest crisis encountered by traditional retail comes from the impact of online channels. The first is channel transfer. In 20 12 years, the transaction scale of online retail market in China reached1320.5 billion yuan, up 64.7% year-on-year. Secondly, unlike the offline and online wells in previous years, the threat of e-commerce today goes directly to the door of the traditional retail industry. "showroom" refers to the consumption behavior of consumers choosing goods in retail stores and buying them online.

For traditional retail, not embracing online is against the times, while embracing online seems to be a back attack. In this embarrassing situation, how can the traditional retail industry realize online and offline life? If you don't understand this article, you can follow my Sina Weibo @ 100 1 management story.

1, product alienation and integration based on channels

The so-called product alienation refers to providing differentiated products online and offline to prevent products from directly comparing with consumers, causing serious channel conflicts and even channel migration. In this mode, most popular products are sold offline, and online sales are a supplement to offline products, not offline competitive sales. The differentiated supply of this product can take many forms, such as the unsynchronized rhythm of product supply and the division of category supply. From a strategic point of view, the essence of integration based on product alienation is to avoid conflicts through asymmetry, which is the way adopted by enterprises with more distribution channels at present.

The rhythm of product supply is out of sync. Take Nike as an example. Nike's own online shop mainly sells off-season and discounted goods, and offline physical shopkeepers promote new listed goods. The two are complementary. For newly listed products, Nike online store will have advertising links, but there will be no online retail in the initial stage of listing.

Product Category Classification Online and offline product category classification methods have been adopted and implemented by many businesses, which can prevent price-sensitive consumers from moving from offline to online to some extent and alleviate channel conflicts. For example, the online products and offline models in BenQ are separated, which prevents consumers from using mobile phones to compare prices in physical stores. BenQ has also designed a series of defensive products specifically for mobile phone price comparison customers in physical stores, and the prices of such products are even lower than online. For offline retailers in BenQ, the most critical strategy is to distinguish customer types (value customers or price-sensitive customers) first, and then use related offensive or defensive products to promote on-site transactions.

Integration based on shopping experience

2, reason leads to inference, and emotion leads to impulse.

In order to lock in customers and directly promote transactions, offline retail should provide a different shopping experience from online and provide additional consumption value. This added value can be the emotional value of "instant possession by consumers" or the rational value of offline member clubs and value-added services. Based on the integration of shopping experience/consumption added value, the essence is "using instant experience to boost instant transactions".

The added value of services shows that the price difference between online and offline Apple computers is about 5%~8%, but offline is still a powerful sales channel, and the key lies in the corresponding supporting services. Sephora uses technology to integrate online and offline shopping experiences, provides SkincareIQ service in its physical stores, tests consumers' skin, and selects appropriate products according to consumers' skin quality and concerns. In addition, Sephora also cooperated with Pan Tong to create a model called.

Sephora+Pantone Coloriq equipment uses Pan Tong's color capture and measurement technology to scan the surface skin of consumers, then match the official Pantone skin color number, and then scientifically and accurately select the foundation from thousands of different brands of Sephora. Sephora's series of services turn offline into consultation centers, and excellent offline instant service experience can stimulate consumers' instant purchase impulse and make up for the offline price disadvantage.

C&, a fashion retail brand that uses data-driven marketing in stores; A developed a Facebook application in a store in Brazil, through which consumers can browse the styles of the brand in the current season and "like" their favorite styles. These "likes" are synchronized with the real-time counter on the clothes rack in a specialty store in Sao Paulo, showing the number of people who click on "likes" online, and consumers can see which styles are the best online evaluations offline. * * * 8.8 million people participated in this activity, and there were 6,200 responses in the first few hours, which were mentioned online 1700 times. Under the online physical store, the styles that are "liked" more frequently are also sold faster than any styles of C& in the past. Offline retail can embrace digital technology to enhance the offline experience, resulting in the effect of "willing to shop, willing to try, willing to buy".

GAP recently launched a service called "in-store booking". This online-offline way allows consumers to book online, and the nearest physical store reserves two days for it, encouraging consumers to try on and pick up the goods in the physical store, thus prompting consumers to spend more time in the store. Consumers often shop in stores more than online shopping.

Improving the sharing experience in the store and improving the sharing experience of consumers at the terminal is also the key point to promote consumers' emotional decision-making. LensCrafters noticed that it was difficult for consumers to see their appearance clearly when trying on glasses frames, because they didn't wear contact lenses of the right degree. To this end, lenscrafters installed a digital mirror. According to the height of the consumer, the mirror takes pictures from three different angles, even on the face of the consumer. Consumers can browse photos through the touch screen and share photos with friends and relatives through Facebook, Twitter and email. High-quality, personalized photos are unique and valuable in service experience, which greatly improves the possibility of purchase. The unique shopping experience spreads rapidly through social media, and consumers' perception of instant experience will be enhanced and amplified, effectively stimulating on-site transactions.

3. Integration based on accessibility

Physical stores with fixed area and location have certain geographical restrictions. Urban traffic problems and people's sense of urgency for time make consumers demand higher and higher availability of goods. Long-distance shops and long checkout lines will greatly reduce consumers' desire to shop in physical stores. Accessibility-based integration is to make full use of the fragmentation time of consumers where the target consumer groups gather, such as two or three minutes when people wait for the bus at the subway station, so as to provide convenience for consumers to shop.

In view of the advantages of cheap online price and convenient service, offline stores must narrow the gap in shopping convenience. Wal-Mart, the retail giant, has done better in this respect. It optimizes an "in-store mode" for mobile shopping applications, and implements a "scan and go" function in some chain stores, allowing consumers to skip the checkout step and just scan the goods with their mobile phones.

As traditional retailers, Tesco and Cencosud took the lead in setting up virtual shelves in subway stations in South Korea and Chile. Consumers only need to scan the QR code of the goods on the virtual shelf on their way to and from work, and the selected goods will be added to the virtual shopping cart and paid by smart phone after shopping. After the payment is successful, if the order is placed before 7 pm, some areas in the city can guarantee the same day delivery. Peapod, an American online grocery distribution company, has developed rapidly with its first-class express service, and also launched a QR code mobile shopping wall at the end of 20 12. Wal-Mart and Procter & Gamble (P & amp； G) and other companies have also adopted QR codes to improve the convenience of sales.

The popularity of smart phones based on leveraged geographic point technology enables consumers to combine their real-time location with the surrounding commercial retail. This application will have a broad market in the future, helping retailers to take the initiative to attack target consumers. 20 1 1 In the second quarter, Starbucks launched MobilePour service in seven major cities in the United States. Consumers suddenly want to drink coffee when they are walking on the road. Just let Starbucks know where they are, order the coffee they want, and then go where they want to go through the Mobile Pour mobile phone application. In a short time, Starbucks staff will step on the pulley car to deliver the coffee they ordered. North Face launched an APP for super fans. When consumers go shopping, as long as there is a retail store within 500 meters, the app will sound like an alarm clock to remind consumers that they can enter the store. Mobile payment and mobile e-commerce will form future retail. A bright spot.