Internet thinking has been too deified

"Internet thinking" has been deified. When society is filled with the same idea, when all cars are "guided" on the same road, the future of paralysis can be foreseen. Walk in front of all the way, walk in the back of the block half dead.

The impact of the electronic business on the physical retail industry is reality, fewer and less passengers, business more and more difficult to do. This immediate pain for the "internet thinking" of the spread, the rule created sufficient conditions, the play into "only the internet thinking", it implies that the only way to retail business-O2O. Suning, Wanda, Yintai, wangfujing, these internet transition cases are portrayed as pioneers of breakthrough, learning example. The rise of millet is to let people no longer to "internet thinking" with a hint of suspicion or vigilance. This swarming and filed situation is based on survival, but it is likely to be a collective death.

For physical retailing, "countering Internet thinking" is more fundamental than "internet thinking". The former guides the enterprise to fully consider the characteristics of physical retailing and the possibility of innovation. "Internet thinking" has rejected other outlets. For entity retailing, O2O first brings the dual operating costs of both online and offline, and retail prices have to be lowered to suit the competitive environment online. The double cost to obtain a lower profit, and can not win relative to the pure electricity price advantage, only to find death. Will eventually become the power of the business giant's bag of things, such as the Alibaba has "surrendered" to the Yintai department store.

"Thinking against the internet," meaning the essence of thinking-what the characteristics of physical retailing, as well as what can be, that is, the rebuilding of the value system of physical retailing and core competitiveness, and this trait is to the power of the helpless, can coexist, and even bring pressure to the electricity business. On the basis of such a strategy, it is the way of business model innovation to think about what internet technology can do for this core competitiveness.

is physical retailing no longer possible to innovate? is O2O the only path? Take clothing retail as an example, has there been any innovation? From the distribution mode to the Terminal Service mode, since the formation of the garment industry, there is no significant innovation. Is it impossible to innovate? The biggest obstacle to innovation is the three words "impossible".

Real retailing industry is in urgent need of system analysis of the core advantages of the electricity quotient. Yes, to find the enemy's core strengths, not inferior. The key advantage of the electric dealer is the price? No. The key advantage of the electric dealer is that it is not restricted by the geographical constraint, that is, the quantity of goods is almost "infinite". The key advantage lies in the quantity of goods, not on the commodity price, or the price is the inevitable result of the electric dealer, rather than the real reason of the rapid rise of the net purchase. Why do you say that?

A clothing store can attract customers by means of various price promotions, even with the same price as online. can also expand the online platform and distribution services to enhance the convenience of shopping, but a clothing store can not create the same selectivity, a clothing brand is more impossible, the number of its goods can not match the electricity quotient. The electricity trader wins the market advantage, first not because it is lower in price, but its optional lets the entity retail is helpless.

It is not because it has some drawbacks that the electric trader has the upper hand. This is simple, no one will win the market because of shortcomings, but because it establishes the unique advantage that the entity business cannot obtain-"infinite" optional. However, any unique advantage hides a unique weakness. "Unlimited" goods means unlimited choice, and a lot of product information overlap. This is the common "choice problem" in consumer society. Therefore, "more" does not mean that it cannot be shaken. Making the best choice for consumers, and giving consumers more choices, are two different strategies. Germany's Andy supermarket beat Wal-Mart, forcing Wal-Mart to retreat from Germany, by "less and better" to challenge "more". At the same time, Andy's "Less and better" also brought a "lower" price advantage. While they all belong to physical retailing, the important thing is the inherent logic of human nature within the strategy itself. Think of those who stand in front of Wal-Mart shelves, facing a large number of products can choose to sway the consumer, think of those facing the electric business search engine, and constantly click on the "next page" of consumers, will understand what is called "choice problem." This is the bad consumer experience hidden behind the convenience of online shopping.

The consumer database of the electric business can recommend the same type of goods according to the history of consumption, but it cannot recommend the goods that are really suitable (the consumption analysis method that the electric trader grasps at present, still is very low-level). You buy a dress that dies in a closet, or browse through a product page, and its recommendation system stubbornly recommends the same type of product to you. What the electricity trader can do now is recommend the goods, not help to consume. However, in the retail terminal, the practice is still the traditional, industrial society of the commodity recommendation logic, not for the consumer service logic, not how to make the best choice for consumers and let consumers make the right choice of logic.

Physical retailing is the experience that makes it possible for consumers to make the right and efficient choices. However, a clothing store only to understand the experience to create a good shopping environment, understanding for the integration of food and entertainment, and did not grasp the fashion and clothing consumption experience of the core.

Overall, the industrial age of retail thinking has not evolved, did not adapt to the changes in the age of consumption. Maybe the whole industry will wait until the O2O strategy hit the wall before they wake up and truly evolve, to have a correct understanding of "internet thinking". It may be too late to pay too much.