What has happened to retail companies since the epidemic ended?

Because there are many retail formats, and the supply, demand, and texture of high, medium, and low frequencies are different, we will not discuss frequency today. We will explore some pan-retail changes from the four dimensions of user groups, demand pain points, commercialization, and market competition.

At the moment, we have entered the full recovery period of the epidemic. We have basically become accustomed to measuring body temperature, disinfecting, queuing, and maintaining distance. The epidemic has stimulated the re-evolution of the entire social civilization. For retail, if a company has only one experience, I believe that such a company has no future. It will definitely grow and evolve something. So, what is it?ecause there are many retail formats, and the supply, demand, and texture of high, medium, and low frequency are different, we will not discuss frequency today. We will discuss some pan-retail changes from the four dimensions of user groups, demand pain points, commercialization, and market competition.

User evolution: heavy online and deep digital

During the epidemic, the number of users, online duration, and interaction frequency all changed in magnitude, and online indicators reached extreme valu s. The epidemic has pushed consumers into a new generation of mobile internet. The heavy online and deep digitization of users have become common cognitions, except that users have grown again and their cognition has improved. This may be something we need to pay more attention to! Their attention distribution, channel switching, store familiarity, group bargaining power, demand release, and interaction capabilities have all been upgraded. For companies, how much can we control? We can call it the digital consumer surplus.

The challenge for all retail companies is that our past gameplay may further lose marginal benefits.

Corresponding to the internal of the enterprise, the basic digital capabilities that we haven’t gotten in the past may still need to be improved: in the face of this chess consumer, can we identify it, define it and digitize it, can we refine the layering, or And all blind. Just like we opened a store, how big is our LBS range? How many people? How much can we catch ourselves? Supporting, goods, services, management online, this ability, we call it the ability of users to private domain.

User pain points: information overload and deep insight

After the opening of management and control, the pain point should not be the social needs that cannot be met, nor the aging pain point. Due to the improvement of the overall supply capacity of the industry, there will be better practices to resolve the contradiction between timely delivery and delayed satisfaction. That could be information overload.

The epidemic situation has taken China ’s mobile Internet business technology to take another big step. Online operation capabilities have become universal capabilities, and to the customer, it is to exclude low-quality information interference, which requires filtering. After this cognitive interaction process , What is left must be a high-fidelity brand.

So, for business, to become the symbol left by users, your content requires new production and requires deep user insight.

Take the fresh channel as an example, some catering companies are transforming fresh solutions, because understanding the recipe may be more advantageous in some respects.

Commercialization of the whole society: mobile end power and new integration

When the entity was shut down, the operation of the entire society was fully adjusted to the line, and new features of the stage appeared on the line.

1. Online conversion into active survival needs. He is not driven by the original technology company, nor by the boss or local people in the past. Today, he is full-fledged and global; therefore, it is transferred a hundred times on the commercial supply side.

2. Game innovation. Like in the past, you may be providing a small program, APP, and now use the circle of friends, Douyin, mini-programs, industrial interconnection, physical entry, live broadcast and other aspects, multimedia multi-channel deepening, breadth depth is completely different. What brings to the business is our increasing demand for content innovation. We used to judge that some companies would die, not because he would not use this form, but because its content and gameplay would be relatively low, because Low, the repurchase rate was insufficient, and it would naturally be filtered out by consumers’ attention. Like the current WeChat circle of friends, many have a 200% urge to turn it off.

3. Accelerate the supply chain. During the epidemic, the greater logic behind front-end onlineization is actually the back-end supply chain capabilities. Many traditional retail companies have made a lot of money during this period. On the one hand, they have undertaken the capacity transfer of the catering channel, and cooking at home has become severe. Scenario; the bigger factor is the supply chain construction in the past.

During the epidemic, how quickly and efficiently business is replaced by “yes”, and after the epidemic, “yes” is not a problem, and efficiency is still a continuous challenge. Supply chain efficiency and timely delivery and deep linking together constitute the company’s private domain capabilities. . In the past, everyone didn’t feel that deep about this matter. Today, it is the head’s ability to compete through multiple factors.