Ali And Jingdong Force New Retail Who Can Occupy The Next Retail Era?

"I hope you will bear in mind that these five new industries will impact many industries. Let's start with it today," he said. "Twenty years later, we will destroy you again."

In July this year, after the five year restart, the chairman of the Alibaba, Ma Yun, spoke in person, suggesting that the retail industry will usher in a big change. Ali will bring "five new" (new retail, new finance, new manufacturing, new technology, new energy) to help the network operators tide over the difficulties.

His old rival, Jingdong, was not idle. The day before Ali's online business conference, Liu Qiangdong, founder and CEO of Jingdong group, published a signed article calling for "new retail", saying that there was no new and old retail business, and that the retail infrastructure was changed. Meanwhile, the concept of "the fourth retail revolution" was created.

No matter it is called "new retail" or "retail revolution", behind the concept of high profile is a slight slowdown in the scale of online shopping pactions.

According to the National Bureau of statistics, online retail sales of physical goods increased 28.9% in the first half of July this year.

Although it has maintained rapid growth, the growth rate has slowed down. Over the past two years, this increase has been over 30%.

These former entity retailers "invaders" realize that when the demographic dividend of e-commerce is declining, and they want to continue to fight in the retail industry, it is far from enough to rely solely on one's own strength, and more power is needed, including physical retailing.

Thus, after a tit for tat attack, these invaders renamed themselves as "able people", replanning the battlefield in the two or three line cities, even townships and villages, and all the entities were pformed into objects of remolding.

"Long strike short"

On the surface, the statements of the two big e-commerce giants seem to be explaining the trend of the industry. In fact, they are supported by their own business, highlight the strength, weaken the short board, demonstrate the rationality of its own business in the era of retail trade, and show the possibility of "leading this change".

Take Alibaba's "new retail" as an example, as one of the five new strategies, it puts forward various fields that will be changed in the future, such as supply chain, full channel, online and offline integration, logistics, financial payment and other related fields, which actually cover several major business segments, such as Alibaba, ant gold clothing, vegetable bird network and other Ali version.

Alibaba group CEO special assistant to explain to reporters, "we think of the" new retail "is based on Tmall as the base, set up the whole group of all aspects of the ability to build the ecosystem, data driven to complete the three elements of Commerce - people, goods, the reconstruction of the field.

It can be seen that "data" is the core of Ali's "new retail", which is backed by the huge GMV (total merchandise trade) generated by the rapid growth of Tmall based e-commerce platform under the long-term platform operation thinking of Ali, which is the short board of Jingdong.

The positioning of Jingdong's "retail infrastructure" relies on its heavy asset model in the vertical field.

Taking logistics as an example, Jingdong spent years of manpower and resources to invest in building a warehousing and express network covering the whole country. The shops on Jingdong platform for a long time were mainly self operated, which became an early stage.

The core barrier, but the "moat" has also affected business expansion, and the closed loop that has been formed for a long time is hard to suddenly open.

In recent years, Jingdong, which has started selling electronic products, has been expanding clothing, food and other large consumer categories, but its GMV scale is still far behind that of Alibaba.

Besides, the heavy logistics mode, which has been operating for 10 years, is showing the advantages of speed and stability. Other businesses in the Jingdong domain, Jingdong finance and Jingdong cloud are relatively young. It is difficult to match the already independent ant clothing and Ali Yun, which is barely enough to support its "infrastructure" theory.

Similarly, the uncontrollable business mode of Ali's open platform is also showing its drawbacks. In June this year, the contradiction between rookie logistics and Shun Feng has intensified, which has cast a shadow over the reliability of Ali's "big data", and the expansion of its business territory, which is familiar to rivals, has also made the competition more anxious.

As a result, both sides began to start from their good points and draw partners together, hoping to expand their camps.

The core of Jingdong is to emphasize the sense of openness. Liao Jianwen, chief strategist of Jingdong group, said: "the productive relationship between enterprises and enterprises becomes a symbiotic, mutually beneficial and regenerative alliance from the relationship between the tiger and the antelope."

While Ma Yun is making clear the boundary of Alibaba, he stressed that "Alibaba can not take away the jobs of others, because we are too big today. We must do things that others are unwilling to do and cannot do but have to do.

This is

Positioning is also the position that I hope the state-owned enterprises bring to the Chinese economy, that is, we should do what those private enterprises can not do but have to do.

The retail revolution is becoming more and more popular.

Trouble in running in period

Whether it is called "new retail" or "retail revolution", the theoretical level is one thing. When it comes to concrete landing, when some uncertainties emerge, the "able person" will find that the pformation of the retail industry's dream is not so simple.

The most obvious challenge lies in the fact that the retail chain itself is too long, and the participants in each link are complex and the interests are difficult to be unified.

Taking Tmall's "three links" (commodity links, members' links and service links) as an example, it is the foundation of Ali's "new retail" to get through all the links, but progress has been slow so far. Even for the core members of the Ali version of Yintai, membership is still hard to solve.

Daniel Chan, executive director of Yintai and CEO, told reporters that "it is not difficult to pass technology but to redistribute interests."

Each company considers its members to be its core. When the two sides are opening their accounts, the determinants of business are greater than those of the technical level.

In the electricity supplier and

At the stage of conflict fusion, there are a lot of contradictions arising from the problem of "redistribution of interests". It exists almost every aspect of cooperation between brands, entities, retail channels and electronic business.

Let's take the simplest example. If customers go online to try to dress online, then how to get commission and how to balance the offline and online sharing is not a good solution at present.

Zi Qing, senior manager of apparel integrated operations of Tmall division, said that Ali had offered a profit distribution mode to merchants: the role of shopping guide is responsible for guiding consumers to purchase additional products, and the sales role holds the right to deliver goods. Besides, as a channel for collecting cash or generating profits, the electricity supplier will play the role of service in the future.

This concept of profit distribution has changed the overall division system under the old cable, and has virtually enlarged the rights of the electricity supplier, weakening the mode of distribution under the line and shopping guide, though it can improve the profits of the businessmen in the long run, but is not conducive to promoting the accumulation of the salesmen under the line.

The game between people and interests involved is not an ideal model for electric providers.

Tmall also tried to solve this problem through some new attempts. At the end of last year and the beginning of this year, Yintai and Tmall jointly built a home hall and snack bar, and purchased the store code to achieve the same price on the same line and line. All these venues adopt the "partner system" and synchronize with Internet Co.

But with these small attempts, the huge new strategy is hard to land. In the slow progress, e-commerce providers have targeted the huge number of convenience stores in the new breakthrough of retail pformation.

Will this be a new opportunity?

"A or B"?

In small and medium-sized cities and vast rural areas, most convenience stores exist in the form of "husband and wife shops". The first step of the breakthrough of these "able workers" is to make the couples of "husband and wife" under the original commercial ecology do a "A or B" multiple-choice question.

Since the end of 2014, the Jingdong has opened a "Jingdong service shop" at the end of 2014. As of the end of last year, the number of "Jingdong service shop" has broken through 1700 stores, mainly solving the problem of distribution. Ali also launched a "retail pass" at the end of last year. The entry point is to help establish 700 million couples' shops in China's two to four line cities.

The difference is that the former focuses on improving the delivery efficiency through logistics capabilities, while the latter focuses on helping shopkeepers connect with the brand side to solve the problem of upstream supply chain.

But in April of this year, Liu Qiangdong launched the "million convenience store plan", unified the supply and marketing system of Jingdong, and made efforts to supply side. The similarity between the two businesses has also been strengthened.

Apart from the competition among competitors, the electricity providers still have to solve some common problems, such as letting brands enter the retail pass system, but how to make the couple shops at the end of the supply chain online? In the intricate link of the original supply chain, the problem of the distribution of people and interests will be an eternal problem beyond technology.

Of course, in addition to reforming the old format like "husband and wife shop", the business giant is still trying to find a breakthrough from some new formats.

These new formats are the innovations that are brought about by the sinking entities of the electricity suppliers, which are completely different from the old retail formats.

Take Ali's box and horse fresh as an example, it is the first B2C electric provider to launch 30 minutes and 3 kilometers. At the same time, the distribution speed in the industry can only reach three hours.

Behind this pportation efficiency is the new format of the store and store that the horse and horse have created.

"The box horse looks like a supermarket, but its essence is storehouse and matching," the reporter told the financial weekly.

Hou Yi, a founder of box horse, told the financial weekly magazine that "the traditional retail business of Shang Chao category is about 15 thousand yuan per square meter per year, and the box horse has achieved the highest level of the industry in 50 thousand yuan this year. Among them, the ten mile Fort shop in Beijing has opened for sale for a month and the sales volume is about 1000000.

Although the performance of the single store looks good, but the 3 kilometer setting requires that the box should be opened with high density. Behind this, how to rapidly expand the shop while maintaining the sales volume of single store, and how to screen the joint venture to guarantee quality control and so on, remains to be solved.

Although there are still many difficulties ahead of us, we must know that a series of new changes in China's retail industry are taking place today. There are no new models that can be referenced anywhere in the world. The influence in the industry seems to prove that the direction of this road is right.

The foreseeable part of the future is that the technology driven retail war is shaking up the traditional retail system over the past decades, and even extending to various industries that cover all aspects of human life. More "XX" has been derived from "new retail".

The B side of the change cycle is that no matter whether the traditional retailer who takes the lead in Internet pformation or actively embraced the entity's electricity supplier, none of them has entered a stable security period.

Behind all the new concepts, the real new experience for consumers is the key to occupy the next retail era.

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