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业绩持续下跌 屈臣氏如何自救?
作者:admin 发布于:2018-12-10 17:17

据相关财报显示,屈臣氏2015年开始遭遇业绩下滑,其中2016年全年营收下滑3.82%,到了2017年上半年时,同期下滑6.2%。而据长和2018上半年财报显示,屈臣氏中国营收、门店数量、税息折旧及摊销前利润均取得了10%~16%的增长。这是一组值得深究的数据。
 
According to the relevant financial reports, Watsons began to experience a decline in performance in 2015, with revenue falling by 3.82% in 2016 and 6.2% in the first half of 2017. According to the results of the minister and the first half of 2008, Watson's China revenue, the number of stores, tax and interest depreciation and pre-amortization profits all increased by 10% to 16%. This is a set of data worth further investigation.
 
 
 
 
 
看起来,2015-2017年屈臣氏营收在出现下滑后,又在2018年重新取得增长。但是2015-2016年,屈臣氏光门店就关闭了446家,而2018年新增门店数量远不及这个数。所谓的营收增长率不过是建立在一个低基数上。漂亮的数据仍然难以填补早前的亏空。
 
It seems that Watson's revenue grew again in 2018 after declining in 2015-2017. However, from 2015 to 2016, 446 Watson's Guangmen stores were closed, and the number of new stores in 2018 was far less than that. The so-called revenue growth rate is based on a low base. Beautiful data are still hard to fill the previous deficit.
 
 
 
事实上,相比于早年,其发展势头已大不如前,屈臣氏俨然已经步入“中年危机”。在这种危情之下,屈臣氏努力采取一系列战略变革复苏市场。然而,想要彻底解决这场中年危机并不容易。
 
In fact, compared with the early years, its development momentum has been much worse than before, Watson has entered the "middle-aged crisis". In such a crisis, Watson tried to adopt a series of strategic changes to revive the market. However, it is not easy to solve this midlife crisis completely.
 
 
 
年轻化消费群体崛起 屈臣氏深陷中年危机
 
The Rise of Younger Consumer Groups Watson's Depression into Middle Age Crisis
 
 
 
曾几何时,屈臣氏处于发展黄金期,也曾是一代王者。作为长江和记有限公司旗下的国际零售及食品制造机构,涉及的商品包括有保健产品、美容产品、香水、化妆品、日用、食品、饮品、电子产品、洋酒及机场零售业务。
 
Once upon a time, the Watsons were in the golden age of development and were once kings of a generation. As an international retail and food manufacturer under the Hutchison limited, its products include health care products, beauty products, perfume, cosmetics, daily food, food, beverages, electronic products, wine and airport retail business.
 
 
 
屈臣氏集团业务遍布24个国家和地区,共经营超过12000间零售商店,聘用117000名员工。其中,中国是屈臣氏最大的零售基地。据了解,屈臣氏中国区的店铺数量由2004年不足100家,发展到今年在438个城市拥有超过3200家店铺,注册会员人数超过6000万。
 
Watson Group operates more than 12,000 retail stores in 24 countries and regions, employing 117,000 employees. Among them, China is Watson's largest retail base. It is understood that the number of stores in Watson's China has grown from less than 100 in 2004 to over 3200 stores in 438 cities this year, with more than 60 million registered members.
 
 
 
由此可见,屈臣氏往日的风光无限。但由于经济发展和消费升级,屈臣氏固有的传统“一站式零售卖场”模式已经无法满足年轻化、差异化的消费群体。这些年轻化、差异化的群体画像很清晰,大都是80后90后等接受过高等教育、追求自我提升的消费群体。
 
This shows that Watson's past scenery is infinite. However, due to the economic development and consumption upgrading, Watson's inherent traditional "one-stop retail market" model has been unable to meet the younger and differentiated consumer groups. These younger, differentiated group portraits are very clear, most of them are post-80s and post-90s consumers who have received higher education and pursue self-improvement.
 
 
 
这个年轻化、差异化的群体逐渐成为社会的中流砥柱,成为消费的主力军。为了更了解这个消费群体,我们来解读一下何为“年轻化”和“差异化”。
 
This younger and differentiated group has gradually become the mainstay of society and the main force of consumption. To better understand this consumer group, let's explain what is "younger" and "differentiated".
 
 
 
所谓的“年轻化”指的是相较于60后70后等老一辈的消费者,80后90后们有着年轻一代特有的消费观。他们消费观最大的特征就是理性化倾向明显。相较于价格,他们更在意质量以及相应的性价比,对于高质量的商品和服务,他们愿意为之付出更高的金钱。
 
The so-called "younger" refers to the unique consumption concept of the younger generation compared with the older generation such as the post-60's and post-70's. The biggest characteristic of their consumption view is the obvious tendency of rationalization. Compared with price, they are more concerned about quality and the corresponding cost-effectiveness. They are willing to pay more money for high quality goods and services.
 
 
 
而所谓的“差异化”是指这个消费群体在追求高质量商品和服务的同时还追求个性。这就意味着不同的个体会对商品有不同的品味。也就是说,单一层次的商品已经无法满足这个群体的要求。在这个时代,此消费群体需要通过与众不同的消费品来标榜自己的个性。
 
The so-called "differentiation" refers to this consumer group in the pursuit of high-quality goods and services at the same time also pursue personality. This means that different individuals have different tastes for goods. In other words, a single level of commodities has been unable to meet the needs of this group. In this era, this consumer group needs to advertise their personality through unique consumer goods.
 
 
 
这个“年轻化”、“差异化”的消费群体需要新的消费场景。屈臣氏等传统的一站式卖场已经不再能满足该消费群体差异化的需求。而新零售的出现恰到好处地满足了这个消费群体的需求。新零售催生了很多新零售企业,这些新零售企业的发展使得屈臣氏这样的传统一站式零售卖场开始凋零。具体表现为卖场非常大的一部分流量被分流到新零售。屈臣氏失去了流量,于是业绩开始逐年下滑,发展了几十年的屈臣氏中国就此陷入中年危机。
 
This "younger" and "differentiated" consumer group needs new consumption scenarios. Traditional one-stop shops such as Watson's can no longer meet the needs of this consumer group's differentiation. And the emergence of new retail just meets the needs of this consumer group. New retail has spawned many new retail enterprises. The development of these new retail enterprises has caused the decline of traditional one-stop retail stores such as Watson's. Specifically, a very large part of the flow of sales is diverted to new retail. Watson lost its traffic, so its performance began to decline year by year. Watson's China, which has developed for decades, fell into a midlife crisis.
 
 
 
病根:线上不通、性价比不高、导购烦人
 
Root of the disease: online impassability, low cost performance, troublesome shopping guide
 
 
 
事实上,年轻化、差异化消费群体的崛起不过是导致屈臣氏陷入困境的外在原因。屈臣氏业绩下滑的病根其实存在于屈臣氏本身
 
In fact, the rise of younger and differentiated consumer groups is only the external cause of Watson's predicament. The root of Watson's decline in performance lies in Watson himself.
 
 
 
首先,屈臣氏线上零售没有彻底打通。在意识到传统一站式零售卖场无法满足新的消费群体之后,屈臣氏采取战略变革积极转型新零售。据了解,屈臣氏在不久前就开通了“门店速提”和“闪电送”的服务。
 
First of all, Watson's online retailing has not been thoroughly penetrated. After realizing that the traditional one-stop retail stores can not meet the new consumer groups, Watson adopted strategic changes to actively transform the new retail. It is understood that Watsons opened "store express" and "lightning delivery" services not long ago.
 
 
 
其中,“门店速提”服务目前已覆盖全国多个城市,顾客可通过天猫屈臣氏官方旗舰店、屈臣氏中国官方商城APP,进入“门店速提”专区进行选购,在指定门店线上下单,凭短信通知到门店取货。“闪电送”则是屈臣氏与饿了么合作,线上下单后,由饿了么骑手到店取货并派送到顾客手中。
 
Among them, the "store express" service has covered many cities throughout the country. Customers can enter the "store express" area through Tianmao Watson's official flagship store and Watson's China official mall APP, and place orders on designated stores online, and pick up goods at stores by short message notification. "Lightning Delivery" is Watson's cooperation with hungry, online orders, from hungry riders to the store to pick up goods and send them to customers.
 
 
 
推出了“门店速提”和“闪电送”之后,屈臣氏表面上好像向更契合新消费群体喜好的新零售业态迈进了一大步,实则不然。“门店速提”和“闪电送”是新零售很老套的玩法。想通过便捷的购物体验来为卖场引流,屈臣氏明显经验不够。在打通线上线下零售方面,屈臣氏还有很长的路要走。
 
After introducing "store quick lift" and "lightning delivery", Watson seems to have taken a big step towards a new retail format that is more in line with the preferences of new consumers, but it is not. "Store Quick Raise" and "Lightning Delivery" are old-fashioned new retail methods. Watson's experience is obviously insufficient to drain the market through convenient shopping experience. Watsons still has a long way to go in getting online and offline retail.

 


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