What is the retail brand BBK shared by Tencent?

BBK, which is famous for Tencent's investment, is a commercial chain company. 1995 was founded in Xiangtan, Hunan Province in March, mainly involving retail trade, e-commerce, commercial real estate, internet finance, logistics and transportation, and was listed on Shenzhen Stock Exchange in 2008.

Although this BBK is not as famous as the BBK brand in Duan Yongping, it should not be underestimated.

According to official data, up to now, BBK Group has 592 multi-format physical stores all over Hunan, Jiangxi, Sichuan, Chongqing, Guangxi, Yunnan and other provinces and cities.

In addition, according to the market share data provided by Kadu Consumer Index, BBK is currently the ninth largest retailer in China market. The market share of BBK 20 17 reached 1.2% in the first three quarters.

On the last trading day before suspension, the market value of BBK (SZ: 00225 1) was 654.38+064 billion.

Nowadays, in the new retail battlefield, the Ali Tencent duopoly is constantly staking. From this point of view, BBK is still a good goal, which is much bigger than Sanjiang Shopping and Xinhua invested by Ali before.

But as a traditional retail industry, the road to e-commerce transformation is not very smooth. The e-commerce platform Yunhou Global Shopping Network, which was built by the special group and spent a lot of manpower, was closed on the last day of 20 17, lacking Internet genes, and the shortcomings on the line can be seen.

This also contributed to this cooperation with Tencent.

The same Tencent empowerment, change the soup without changing the medicine.

According to the announcement issued by BBK on February 3, a strategic cooperation framework agreement has been signed with Tencent, mainly focusing on three aspects:

The official statement is embarrassing. In Witt's view:

1: Explore the new value chain of "smart retail". To put it bluntly, I didn't make the cloud monkey myself. Now that I am on Tencent's lap, I have to start another set. The so-called life cycle still depends on online, improving the membership mechanism, constantly issuing coupons and engaging in activities. After all, traditional offline publicity can only reach store customers. With the online membership system, it will be different.

2. To build new capabilities, this is to empower through Tencent, a social network. After all, WeChat has 980 million monthly users and QQ has 843 million monthly users. In particular, Zhang Xiaolong mentioned in the WeChat open class at the end of last year that applets were born offline, and it is obvious that WeChat needs offline empowerment.

3. Regarding digital operation, this is actually the digital drive that Ali mentioned when defining new retail. However, it is a big project whether it is probe technology or behavior capture. It is estimated that it will take three to five years to complete so many engineering transformations; In addition, the cost of this thing is not small. For example, Boxma Xiansheng, a store only needs to install an electronic price tag, which will cost 6,543,800 yuan.

Strategic encirclement and suppression of Ali in southwest China

If 20 17 is the first year of new retail, and all kinds of new retail formats are concentrated, such as Ma Xiansheng of Ali Box, Yonghui Super Species, JD.COM 7 Fresh, Meituan's Palm Fish Fresh, Suning's Su Xiansheng, etc., then 20 18 is the time for new retail players to queue up for the world.

There used to be a match between Longzhong and Dingxi Chuan, but now it is very suitable for Tencent.

From Tencent to Yonghui, Yonghui to Hongqi Chain and BBK. On the one hand, we can see Tencent's hunger and madness in the new retail field, on the other hand, we can also find that Tencent has used encirclement and suppression tactics in specific play.

Yonghui started in Fujian and gained a foothold in the base camp. The Group made clear the strategy of Southwest China marching into Sichuan.

With Yonghui's shareholding, the base camp of Hongqi chain, which was included in Tencent camp, is in Sichuan, and Chongqing is the region with the largest number of Hongqi chain stores.

Nowadays, BBK, whose hometown is in Hunan, can find that Tencent is encircling Ali in real time step by step to avoid confrontation with the Yangtze River Delta Economic Zone, which has a solid foundation in Ali. Instead, we will take the Pearl River Delta, then make a transition to the southwest, and the layout will go deep into Central China, and then compete with Ali for the northern market.

Centralization and decentralization

Although the new retail duopoly pattern has taken shape, such as Box Horse, Sanjiang Shopping, Yintai, RT Mart and so on. It belongs to Ali Department, Yonghui, Carrefour and BBK belong to Tencent Department, Wanda shares them, and JD.COM binds Wal-Mart.

However, in terms of specific practices, Ali and Tencent are still very different.

Ali's approach is centralization. By acquiring the younger brother, every acquisition is a big deal. Need to be a major shareholder, such as 22.4 billion acquisition of Gaoxin Retail, accounting for 36% of the shares; Tencent is decentralized, and the amount of each investment is not very high, accounting for about 5% of the shares, and it is empowered through its own social network.

At present, the cooperation between Ali and Tencent and these offline entities has just entered the stage of capital participation, and the final empowerment and transformation results are still difficult to determine. But in Witt's view, centralized and unified management seems more appropriate for the new retail industry.

If we look at two or three years ago, traditional supermarkets and Internet practitioners belonged to two different industries. If we want to integrate two teams belonging to different industries, there will inevitably be collisions.

Take Boxma Xiansheng as an example. The first Boxma Xiansheng Jinqiao store opened in April 20 16, and it took nearly a year to open the second Dacheng store. During this period, we constantly experienced problems such as executive turnover, internal factional disputes and even business differences. In the second half of 20 17, Boxma Xiansheng, who completed the team running-in, opened more than a dozen stores in one breath and entered the rapid replication mode.

The centralized management model still has such problems, so decentralized Tencent-style empowerment may take more time.