1, the relationship between the growth rate of urbanization in China and the growth rate of the number of stores in Yonghui Supermarket.

From 20 1 1 to 2020, the urbanization rate of China has maintained an annual growth rate of 1.69%. Yonghui Supermarket will be opened every year from February 20 10 to February 20 1 1 2020. It can be seen that the growth trend of Yonghui Supermarket's stores is basically consistent with the urbanization process in China, and it can be said that it has stepped on the cusp of the sustainable urbanization development in China.

2. The relationship between the number growth rate of Yonghui Supermarket stores and the sales growth rate.

By investigating the relationship between the growth rate of the number of stores and the growth rate of sales in 10 years, the development of Yonghui Supermarket can be roughly divided into three stages:

Blue Ocean stage: the sales growth rate is higher than the number of stores.

Analysis: Yonghui Supermarket has obvious operating advantages at this stage, and its sales growth is higher than that of new stores. The high-quality management of Yonghui Supermarket stores has provided strong support for the expansion, and the opening of the store is basically successful.

See-saw stage: the growth rate of sales is basically the same as that of the number of stores.

Analysis: This stage is the fastest development period of new stores in Yonghui Supermarket, especially in 20 17, Yonghui Supermarket began to grow explosively, while other head brands in the industry were shrinking: Lotte Mart withdrew from China due to Sadr incident; 20 14 in the three years after CR Vanguard acquired Tesco, the number of stores continued to decrease, and almost no new stores were opened; Due to the decline in online business and profits, Wal-Mart closed 24 stores that year. Carrefour's sales decreased by 1.3%, and only two stores were opened that year. Therefore, Yonghui Supermarket has gained an exclusive development advantage, but the sales growth rate during this period began to be lower than that of new stores, indicating that Yonghui Supermarket's management ability is no longer leading.

Red Sea stage: the growth rate of sales and the number of stores dropped sharply, and the growth rate of sales was lower than that of the number of stores.

Analysis: The COVID-19 epidemic, the poor economic environment caused by the Sino-US trade war, the changes in consumer groups and consumption patterns brought about by the development of Internet technology, and the changes in the internal and external environment have led to the decline of supermarket management ability, which is no longer enough to support the rapid development model that has been adopted in the previous decade. The decline in sales growth slowed down the expansion of new stores. Even so, the development speed of Yonghui Supermarket is still at a relatively fast level in the industry at this stage, and it is expected that the development speed of traditional stores will further slow down in the future.

3. Summary:

Yonghui Supermarket's business model with fresh food as the core makes it have the business ability of other supermarkets in the leading industry. With the blessing of capital after listing, the development of commercial real estate is actively integrated into the process of urbanization, and Yonghui Supermarket has the conditions for rapid development at home and abroad. The leading operational advantages supported the early market expansion, and the subsequent rapid market expansion made Yonghui Supermarket's market share and brand influence expand rapidly, further accelerating the pace of market expansion until it reached its peak in 20 19.

From 20 10 to 20 19, this decade is a decade of rapid commercial changes in China, and it is a decade of Yonghui Supermarket developing from a regional retail enterprise to a national brand chain enterprise, which outlines the first growth curve of Yonghui Supermarket. In 2020, the sales growth rate of Yonghui Supermarket will decline, and the operating capacity can no longer support the rapid expansion model of the previous decade. The content of asset management in the daily work of the Development Department will gradually increase. How to find the second growth curve and restart the rapid development mode of enterprises has become a top priority.

Second, expand core competitiveness.

1, a wise turn

Viewpoint 1: the change from focusing on goods to focusing on meeting customer needs.

10 years ago, Yonghui Supermarket established a business model with fresh food as the core, which solved the pain point of "it is difficult for farmers to sell, but people buy expensive". Today, we have entered the era of surplus economy, and shops and commodities are just carriers. The time when you can generate full trading volume by opening stores and organizing goods has passed.

Viewpoint 2: Different formats can meet the needs of different customers, and it is difficult for the same format to meet the needs of all customers.

Yonghui Supermarket has two formats: Tianjie Store, which is mainly opened in shopping centers; Warehouse stores can be opened in shopping centers or operated independently. Both formats have maintained Yonghui Supermarket's consistent "all-customer level" service concept. Recently, however, it has been observed that warehouse stores have lost some profits due to extremely low prices, while Tianjie Store has a poor reputation as a new store because of its minimalist presentation.

2. Find the most valuable customers:

To meet the needs of consumers, we must first make clear who are truly valuable customers. Warehouse store is the most important innovation of Yonghui Supermarket this year. By integrating the supply chain and canceling various back-end charges, it is hoped that the product structure can be optimized to the maximum extent, the commodity price can be reduced, and customers can obtain high sales growth. A warehouse was changed from a hypermarket to a warehouse in June, 20021year. Compared with the same period of last year, business data showed that sales increased by 34.32%, passenger flow increased by 30.78%, gross profit increased by 38.24%, and customer unit price only increased by 2.64%. On the whole, the profit decreased 17.04% after changing positions. From the data point of view, both passenger flow and passenger list have achieved growth, but sales have not reached expectations. It is worth noting that the growth of passenger list is much lower than that of passenger flow.

The purpose of the warehouse change shop is to increase sales and ultimately achieve greater profits.

Assuming that the gross profit margin and passenger flow remain unchanged, it is necessary to increase the number of customers by 23.75438+0%, and the profit can be the same as that of the same period last year;

Assuming that the gross profit margin and passenger list remain unchanged, the passenger flow needs to increase by 57.75%, and the profit can be the same as that of the same period last year. From these two sets of hypothetical data, it can be seen that it is easier to achieve sales expectations by increasing customer unit price than by increasing passenger flow. The way to increase the unit price of customers is often directly related to improving the satisfaction of target customers. So it is necessary for warehouse stores to find out who is the valuable target customer base? Which target customer group should be satisfied first?

Innovative contents of warehouse stores:

The number of SKUs has been reduced from 20,000 to 6,000. Selecting the best cost-effective product from the excellent ones can improve customers' purchasing efficiency, help customers save the time and energy costs of shopping around, and at the same time, it can explode products and let customers experience the product value of Yonghui warehouse stores. The marketing model of "whole box wholesale is cheaper" encourages customers to buy more and helps customers save money costs; Purchase in large quantities at one time and provide free parking service to help customers push trolleys to the front of the car or even put goods in the trunk, help customers save physical costs and let customers experience the value of people and services in Yonghui warehouse stores; The shopping environment with large space and large channels and colorful game activities allow customers to experience the value of the image and service value of the warehouse.

This series of innovations in warehouse stores are aimed at improving the total customer value and reducing the total customer cost. The difference between them lies in the value that Yonghui warehouse stores deliver to customers. The greater the value, the higher the customer satisfaction. Based on their own experience and observation, young families are highly sensitive to the innovation measures of warehouse stores, of which 2 are medium, 1 is insensitive, and the innovation fit is the highest; Followed by self-employed, 2 highly sensitive, 3 medium and 3 insensitive; The lowest fit is middle-aged and elderly people ("innovative content sensitivity" needs more data samples to support). It is concluded that it is better to provide 100 truly loyal customers with the best quality goods and services than to provide 1 10,000 customers with goods and services. And this 100 customer will naturally bring you 1 10,000 customers. Therefore, finding the target customer group is a necessary condition to improve the unit price of customers. Customers are willing to pay more for goods and services, which will naturally spread their influence and bring more passengers.

The most valuable customers are loyal customers who are highly consistent with the value proposition of warehouse stores. The higher the consumption of each transaction, the easier it is for them to achieve the goal of increasing the unit price of customers and the richer the profits they earn.

3. Open different stores for Yonghui Supermarket, provide suitable services for different customers and create value.

Rebuilding the dynamic digital business model through digital transformation aims to better serve customers and create more value for customers. There are 28 Yonghui supermarkets in 34 provincial administrative regions. There are great differences in geography, climate and living customs in different regions, and the needs of customers are also different. Yonghui Supermarket became one of the top brands in the supermarket field in China through standardization and large-scale replication in the first decade, but it did not gain obvious advantages in the competition between the local market and local brand supermarket chains. Through the analysis of the positioning of warehouse stores, it is understood that providing services for truly valuable target customers is the magic weapon to win in today's surplus economy era. According to the demand characteristics of different regions and different types of customers, we can segment the market, understand the expectations of customers in the region by using the capabilities established by digital transformation, match our own capabilities, identify the target market, redesign the business model, and fully meet the expectations of customers. If we can become bigger and stronger in each regional target market and wait for opportunities to enter more market segments, then Yonghui Supermarket can truly become bigger and stronger at the national level.

The development department of Yonghui can use its professional knowledge and skills and rich market resources to develop various types of commercial properties according to different business models of target markets and different market segments to meet their business needs and contribute far more energy to the second growth curve of Yonghui Supermarket.

Third, optimize the value chain.

1. Creating value for customers: The survival of an enterprise must be that customers realize that the services provided by the enterprise are valuable and are willing to pay for them. In the traditional industrial era, what kind of resources an enterprise has determines what kind of value it can provide to its customers and what kind of profits it can obtain. In the era of digital economy (also the era of commodity surplus), the needs of customers determine what resources enterprises should allocate to meet customer needs, and then obtain value (profit).

2. Create value for suppliers: In the retail industry, whoever grasps the channel can get closer to customers and sell goods to customers more easily. With the development of Internet technology, the channels for customers to obtain information and purchase goods are more convenient and diversified, and it is increasingly difficult for traditional retail channels to meet the diversified needs of customers. Therefore, in the era of digital economy, the competition between supermarkets is no longer just to defeat competitors, but to compete for who can meet the diversified needs of customers. This requires supermarkets, suppliers and customers to form a closed-loop ecosystem, and competition is more about competition among ecosystems and competition within ecosystems. Whose ecosystem can create more value for customers and attract more customers, who can get more rich profits. Yonghui Supermarket needs to be transformed into a more efficient, open and fair platform to attract more excellent suppliers to join the ecosystem of Yonghui Supermarket.

3. Create value for the owners (property operators): Chairman Zhang Xuansong once said: "Developers invest hundreds of millions or even billions to develop real estate projects, so that we can make money here. We should cooperate with developers with gratitude. " My most intuitive understanding of this passage is to get the project and lower your body. Nowadays, Yonghui Supermarket has become the largest retail group in China, and the understanding of this passage goes further: the owner chose Yonghui Supermarket because the presence of Yonghui Supermarket laid the foundation for the sustained and stable development of business; It is because the strong management ability of Yonghui Supermarket brings sustained and stable passenger flow to business; This is the value of Yonghui Supermarket brand and the embodiment of soft power. This value comes from the trust of both customers and owners, so we should be grateful to both customers and owners. Everyone in Yonghui should constantly enhance the brand value of Yonghui Supermarket with their own actions, and protecting the brand value of Yonghui Supermarket from harm is the way for Yonghui people to survive and develop in the enterprise.

Based on the above three value propositions, establish unique advantages in key business activities that create value, benchmark enterprises and gradually establish core competitiveness.