How to build an efficient organizational structure for new retail enterprises?

New retail is always a new concept for many retailers. In the original organizational structure of enterprises, we often find that most enterprises do not have independent new retail departments. So how to build a new retail business organization? Starting from practice, let's take a look at how enterprises should consider when building an organizational structure: the first step: the original intention of business. When a retail enterprise transforms into a new retail business, it will have a specific commercial original intention, which can also be said to be a business entry point. Step 2: Business needs adapt to the original organizational capacity of the enterprise. After evaluating the original intention of the business, we can match the specific needs with the capabilities of existing organizations. For example, when an enterprise defines new retail as channel increment, which is a business line parallel to several e-commerce platforms in the public domain, it is most appropriate to put it in the e-commerce organization department. According to the original intention, the value of positioning new retail at the brand level is naturally different, and accordingly, the organization, resources and phased objectives of planning new retail are also different. Start-up diagram of new retail enterprise organizational structure 1. Independent new retail organization brands generally have high expectations for users' operation, and expect to quickly generate staged value to verify the correctness of the decision. The newly established organization is faced with the goal of how to generate phased value quickly, and needs to achieve results quickly to gain recognition and incite more resources. To sum up, for independent new retail organizations, the best way to start new retail is to spread it out on a large scale at the beginning and make small achievements in stages to gradually consolidate the value of new retail. Through the "stage victory law", help new retail institutions to survive the cold start-up period. Summary of key actions: 1. Building trust: under the circumstances that there are no resources and no motivation in the world, the new retail independent organization first counts the core stock of user resources, and establishes the initial trust of the company organization and shopping guide through rapid transformation of reach and empowerment of shopping guide; 2. Deepen the value: combine the rhythm of brand new products, while promoting new products, cultivate benchmark shopping guides and further gain the trust of institutions and shopping guides; 3. Take advantage of the situation to promote: at the right time, through the power of upper-level organizations, promote the execution of shopping guides and promote them in an all-round way; 4. Stabilize the situation: return to the user operation itself, realize the integration of user data, promote user activity through rich marketing and content methods, and enhance the repurchase value of users. 2. Belonging to e-commerce institutions When the brand operates WeChat Ecology as a platform, it is necessary to lock the core traffic source for the first time through platform operation and complete the phased GMV goal through traffic operation. This method can be classified as "another way". Summary of key actions: 1, detour: if you can't drive the franchise store through the offline path, give up directly in the short term and detour; 2. Looking for stable traffic: starting from the online, driving JD.COM and other platforms to acquire new customers, and trading users will settle in the private domain for repurchase; 3. Mode anti-empowerment: After running the complete operation mode online, the offline stores will be empowered through data and cases. 3. It belongs to the store-centered retail department of retail institutions. On the one hand, it is a performance indicator that grows year by year; On the other hand, the consumption habits of users have changed, the number of customers in stores has gradually decreased, and the traditional retail model can't keep up with the changes in consumption behavior. For the retail sector, it is suggested to adopt a "small and wide" approach, quickly run through a closed-loop scene, and transform the scene value into a marketing model in order to obtain greater organizational resources and models. Summary of key actions: 1, drive shopping guide, move shopping guide: lock key users in stores, drive the enthusiasm of shopping guide through shopping guide incentives, and establish the implementation foundation; 2. Closed-loop marketing, operation mode: combine the store scenes, quickly run through the closed-loop marketing, and innovate the retail mode; 3. Stage reporting and resource acquisition: planning stage objectives and obtaining organizational resources through data results. 4. Franchised brands pay more attention to the exposure of marketing coverage, but pay limited attention to the GMV value results in the early stage. Brands are suitable for high-altitude play and have relatively rich resources, but the promotion and execution of terminals are relatively weak. Therefore, for the new retail under the brand organization, the leading value is naturally much weaker. In this case, it is suitable to use the "career planning method" to show the added value brought by new retail through the way of power+operation from the inside out. Summary of key actions: 1, disk organization, choosing the right person: in brand organization, it is very important to choose the right executor to drive the intrinsic motivation of the executor; 2. Planning and supplementing production capacity: according to the production capacity required for new retail operations, the corresponding production capacity is supplemented in a targeted manner; 3. Drive shopping guide and do management: through standardized processes, empower shopping guide to implement management and do a good job in brand marketing.