Equity investment + convenience store business empowerment
Hatching four profit points
Compared with Japanese convenience stores such as Rosen and the whole family, the lack of standardized management system and uneven management level are common problems in local traditional convenience stores. In particular, some regional brands, which are mainly based on tight affiliation, often fall into the embarrassing situation of loss at headquarters and profitability of individual stores. Regardless of the pre-loss mechanism, the small amount of procurement, the dependence on the inherent management of goods, and the lack of digital capabilities are the core reasons.
However, in the current forces of various convenience stores, it is difficult to solve the above problems. Financial investors represented by the capital side, although solving the funding problem to a certain extent, can not provide supply chain support, store management and other empowerment for traditional convenience stores, which is equivalent to palliative and not a cure, and has to rely on burning money to scale. For example, Sequoia Capital has invested in Wuhan TODAY convenience, Fujian Jianfu convenience, etc., but it is difficult to achieve joint procurement.
But imagine that if Ali invested in RT-Mart, it would form a scale advantage with many Ali-based platforms such as Box Horse Fresh, Easy Fruit Fresh, Tmall Supermarket, etc., grafting to the convenience store field, meaning for the participants. A huge volume of dividends.
Some online empowerment platforms mainly use traffic import as a selling point, but for convenience store individuals, it is actually impossible to accurately obtain traffic services. For example, on the Jingdong home platform, whether it is Yonghui, Wal-Mart and other large-scale comprehensive supermarkets, or the whole family, Rosen and other traditional convenience stores, for consumers are online suppliers, the distance, Personalized factors such as the business circle have been weakened, and the convenience store brand in which it is located is equivalent to entering undifferentiated competition.
To this end, Xiao Xin, the founder of Fresh Life, believes that in order to achieve a qualitative change in traditional convenience stores, it is necessary to simultaneously export capital, digital transformation, traffic advantages and business upgrades. He generally planned the development path of fresh life as the front and the back. In the early stage, he selected the leading regional leaders to accumulate scale effects and business capabilities through various means such as equity investment, supply chain export, and store transformation. Upgrade to an open backend that provides multiple empowerment to traditional convenience stores and tap into profitable points.
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