Layered transformation of traditional convenience stores
Strengthen fresh + fresh food + home
In Xiao Xin’s view, the management level of local traditional convenience stores is uneven, and it is difficult to transform them with a fully standardized solution. For example, compared with Guangdong Tianfu convenience, Beijing’s good neighbors have different market environment, supply chain capabilities, and single-store management capabilities, that is, they need hierarchical management.
Fresh Life will transform traditional convenience stores into multiple sections, including merchandise management, store renovation, supply chain import, and link lines. For local brands at different stages of development, fresh life will not reduce its transformation, but will appropriately adjust its investment. For example, when the hardware facilities of the store are transformed, the fresh life will introduce about 7 sections of cold air cabinets for good neighbors, which will serve as a basis for the supply of fresh and fresh food. However, in the face of Tianfu convenience, the number of cold air cabinets will be adjusted to two sections to meet the daily needs of consumers.
“The environment in which the company is located is different. The stage objectives it should achieve should also be differentiated. For example, convenience store brands in first-tier cities should think about how to do online and offline integration. Second- and third-line brands should first sell daily sales. 3000 yuan was raised to 5,000 yuan." Xiao Xin said that different transformation plans correspond to cost stratification, and the cost of a store’s renovation ranges from 300,000 to 500,000.
In order to minimize the cost of retrofitting, at the same time, in the face of many of the same type of empowerment platform to seek competitive advantage. After investigating a number of traditional convenience stores, Fresh Life found that the most widely used ERP system was Haiding, Hisense and Rising, and immediately developed an enabling system for barrier-free docking for the above brands. That is to say, when the regional convenience store operators access the empowerment platform, they basically do not need to carry out major actions on their own systems, which can be described as the right medicine.
A regional business executive once told the third eye to see retail. "Small and medium-sized enterprises are difficult to effectively dock when facing large-flow platforms. This is an important reason for our weak voice. Because it is similar to Jingdong’s home. The platform, the main target is Yonghui, Wal-Mart, China Resources Vanguard and other large KAs, they are unlikely to develop systems for us. But self-developed, planing the system itself, only one set of interfaces needs millions, we are one year The net profit is only over 14 million."
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