After the 2017 ISPO BEIJING Sports Industry Forum meeting, Mr. Huang Chengming, a researcher with a cool retail data analysis, conducted an exclusive interview. In response to the new Internet era, the development of the retail industry raises three issues.
Equipped with cool Q1: The development of online retailing is very fast, and the growth rate of physical stores has been relatively slow, and the relationship between online and offline has changed from the initial competition to the cooperation and even integration. From the point of view of retail data analysis, talk about the transformation of the way of thinking of outdoor brand outlets in the integration phase.
Mr. Huang: First of all, we must have innovative thinking. Whether it is from the report of the State Council or from the perspective of our own operating companies, innovative thinking is very important. Nowadays, companies do not lack innovative thinking, but few companies can put it to the ground and form a kind of productivity. Most companies can think of some innovative ideas. At this time, we must cultivate a mechanism to hatch these ideas into solutions.
Second, we must have a platform for thinking. Traditional retailing is generally based on brand, joint franchisees, distributors and retailers to carry out brand promotion, but all are loose-type promotion. In the Internet era, it should be on a platform where people share information and data and open up to cooperate. This is also the new retail and supply relationship that the State Council report mentioned.
Third, there must be a concept of trial and error. Traditional retailing usually takes a long time to make things clear and make decisions. The Internet era does not have so much time, so there is a good idea to put it in a channel or a store to try. If you have an effect, let go of it. If you do not have the effect, you will get it back. This will have a very high effect. Finally, we must do the data. Long-term data planning is needed to increase the value of the brand as a whole and improve the operational efficiency of the company.
Equipped with cool Q2: People and goods yards are the three common dimensions of the report analysis in our operations management. From goods-centered to human-centered, how has the retail data analysis changed in this process?
Mr. Huang: Indeed, with the development of the Internet, people play a decisive role in the entire human and freight yard. People-centricity is actually consumer-centric. The biggest change in our data is that before we focused on just the purchase data of consumers, what kind of goods were bought at what locations, which is very comprehensive in our Invoicing system.
However, with the development of the Internet, if you only use invoicing data, it is very difficult to make portraits for consumers and it is difficult to meet their needs. Therefore, it takes a lot of time and effort and money to collect user behavior data.
The extension of behavioral data is much larger than the purchase data. Only a small part of the users who enter the store will purchase goods, and only a part of them will become members. Therefore, we only collect a small part of purchase data, and a large amount of behavior data. Did not enter the system. If the data of existing customers and target customers can be included in the system, the value of enterprise data can be maximized.
Equipped with cool Q3: You mentioned one point before: use technology and data to change the future brand retail. In fact, I believe there is data in the hands of brand retailers, but how to use the data is the key. Can you talk about your opinion or give them some suggestions?
Mr. Huang: Use the data, don't blindly advocate big data. Big data is still far away from traditional brands. This is a gradual process of entering the company. Slowly raise data, upgrade corporate databases, keep up with the development of the Internet age.
Many companies still use the previously purchased one-time IT system, which takes time and effort to export. Of course, buying a new system costs money. Therefore, companies must be proactive in this long-term planning of three to five years or even five to ten years.
Of course, the data should also be BA, let the business intelligence tell us that yesterday, which stores are abnormal indicators, which goods will be out of stock in two weeks, the data itself can do self-diagnosis. So now it is popular that no matter what a company is operating, as long as it is relevant to consumers, it will become a data company more or less. The company's most valuable asset is data!
Mr. Huang's more exciting sharing on the forum see ISPO Sports Industry Forum Live PART3: Interpretation of "Opinions on Promoting Physical Retail Innovation"
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