If rapid delivery was only the personalized demand of a small number of people when e-commerce was first popular, the retail model has been rapidly iterated in recent years, especially after the epidemic. Delivery services calculated by hours or even minutes can be said to be gradually becoming people’s rigid demand. This also means that the instant retail outlet has arrived.
Recently, China Chain Management Association (CCFA), jd.com and dada jointly released the white paper on the research on the open platform model of instant retail (hereinafter referred to as the white paper), which is also the first white paper on the open platform model in the instant retail industry. The white paper points out that o2o home business has become an important driving force in the retail industry in recent years. It is estimated that by 2025, the scale of the open platform model in real-time retail will reach about 1.2 trillion yuan, leading and driving the growth of the overall market scale of o2o.
Then, as the founders of instant retail and the main promoters of the development of instant retail industry, what role will jd.com and dada play in the upcoming “trillion feast” of instant retail?
Key to winning brand growth
Xiaoshidai sees that the above white paper gives a precise definition of instant retail: consumers place orders on online trading platforms, offline physical retailers perform door-to-door delivery services through three-party or self owned logistics, and the delivery time is usually 30-60 minutes.
“Through the deep integration of online and offline, real-time retail has enriched the connotation of ‘more, faster, better and cheaper’, integrated more categories of goods, highlighted the fast way of performance, matched the quality of products, and added time-saving and labor-saving savings.” The white paper said.
Pei Liang, President of China Chain Management Association, pointed out in the white paper that instant retailing is a good retail model innovation, “not simply relying on online traffic, but through the integration of existing offline resources, making the cooperation between the platform and offline retailers form a 1+1 > 2 ability”, which brings about the improvement of supply side efficiency and the mining of value.
He pointed out that real-time retail enables retail stores to play the role of front warehouse while completing daily operations, which not only gives retail stores a new role, but also realizes the value reengineering of retail stores in the whole supply chain.
White paper statistics show that o2o home business has begun to lead the overall o2o market in recent years, with a compound annual growth rate of 64% from 2016 to 2021. Among them, through cooperation with offline physical stores, the real-time retail platform model, which provides consumers with home delivery services for food and beverages, fresh fruits and vegetables, medicine and health, digital 3C and other commodities, has a compound annual growth rate of 81% from 2016 to 2021. “From 2021 to 2025, the real-time retail open platform model is expected to maintain a compound annual growth rate of 51%.” The white paper said.
It is not difficult to find that at present, real-time retail has become the most important engine to effectively drive the business growth of physical retailers and brands.
For example, during the 618 promotion period this year, the sales of jd.com hourly shopping and jd.com home increased by 77% year-on-year, and the single day trading volume on June 18 exceeded 600million yuan; The number of users who place orders for jd.com hourly purchase increased by more than 400% year-on-year. Among them, the overall sales of FMCG products also broke through the historical peak.
Leading the real-time retail industry
Namely
Take Kimberly Clark as an example and take “perfect store” as the starting point to realize the optimization of Omni channel supply based on lbs. In April this year, after promoting the “perfect store” of JD home (that is, the store with sufficient supply of online and offline Omni channel goods) Omni channel supply optimization project, the offline supply was expanded upward, and the o2o channel sales rate of its brand gaojiesi goods increased by 27%. During the event, the sales volume of Kimberly Clark in jd.com and jd.com home increased by 114% month on month.
Chen Yi, managing director of Kimberly Clark China, said, “instant retailing has become a channel that Kimberly Clark attaches great importance to. With the deepening cooperation with JD home and JD hour shopping, including all channel supply optimization, marketing promotion improvement, regional collaboration, and the tripartite resonance of” brand side + platform + retailer “, we hope to achieve further optimization and improvement through cooperation and innovation, Promote and lead the rapid development of health care and other categories in the real-time retail market, and bring more consumers a better and more convenient shopping experience. “
Constantly optimize the win-win model
In fact, after seven years of exploration, JD home has exported a complete set of omni-channel digital system and omni-channel improvement plan for brands around the three core elements of flow, supply and transformation.
Yangwenqi, general manager of JD home FMCG business department, said at the CCFA Retail Innovation Conference a few days ago that global digitalization will be the most important driving force for the growth of physical retail in the future.
Specifically, in terms of supply, JD home, based on its digital system and data analysis capabilities, takes the lead in linking retailers and brands, optimizing online supply of brand shelf availability, inventory, commodity label information, etc., and creating a “perfect store” with coordinated supply through all channels.
In the promotion link, JD home integrates the brand offline retailers and online marketing resources with the resources of platforms and retailers, and integrates online and offline global linkage to improve marketing efficiency.
In terms of users, in addition to accurately positioning and reaching users near businesses through tools such as Beijing zhuntong online, there are shared promoter projects offline, as well as digitalization of offline users, forming a complete operation closed loop online and offline to obtain business growth.
Take Unilever as an example. In May this year, the brand participated in the “super brand week” integrated marketing project created by JD home, JD hour shopping and Yonghui supermarket, which connected and integrated the resources of different departments, unified the marketing rhythm, and finally successfully achieved the centralized explosion and growth of online and offline omni-channel sales. During the event, the brand’s sales increased by 119% year-on-year, reaching a peak on May 17, and the single day sales increased by 128% from the previous day.
Fang Wei, general manager of Unilever China’s global sales and digital marketing, said, “instant retailing is increasingly embraced by consumers because of its fast delivery to home consumption experience. Unilever had an early insight into this change. As the first batch of brand groups to accurately anchor the high potential track of instant retail, Unilever entered the market in the embryonic stage of the industry development. When the offline retail market is facing difficulties, we have seized the industry opportunity together with JD home, injecting new growth momentum into the brand. “
“Based on the advantages of connecting online and offline and the digital ability, the real-time retail platform bears the responsibility of integration
Who can lead the countdown to the trillion era of instant retail?
在促销环节，京东到家将品牌线下零售商和线上营销资源与平台、零售商的资源三方整合，线上线下全域联动，提升营销效率。
而在用户环节，除了在线上通过京准通等工具精准定位并触达商家附近的用户外，在线下则有共享促销员项目，以及线下用户数字化，线上线下形成完整的运营闭环，获取生意增量。
以联合利华为例，该品牌在今年5月参与了京东到家、京东小时购联合永辉超市打造的“超级品牌周”整合营销项目，将不同部门的资源打通整合起来，统一营销节奏，最终成功实现了线上线下全渠道的销售集中爆发和增长。活动期间，该品牌销售额同比去年增长119%，其中5月17日达到峰值，单日销售额环比前日提升了128%。
联合利华中国区全域销售及数字化营销总经理方炜认为：”即时零售因其极速送货到家的消费体验，越发得到消费者的拥抱。联合利华很早洞察此变化，作为第一批精准锚定即时零售这一高潜赛道的品牌集团，在行业发展萌芽期就已入局。在线下零售市场面临困局的当下，携手京东到家一起抓住了行业先机，为品牌注入了新的增长动力。”
“即时零售平台基于打通线上线下的优势以及数字化能力，承担统筹协调的角色，对过去由品牌、商家一方发起的营销活动进行双向沟通，来解决重复投资、资源分散问题。”白皮书分析认为，品牌、商家和即时零售平台三方共建营销节奏，有助于提升营销和商品的销售效率，也让消费者决策更简单，优化了购物体验。
京东集团副总裁、达达集团副总裁、京东同城业务负责人何辉剑表示，零售的核心是效率和体验，线上线下融合发展已经被证明是大势所趋，全渠道也成为了零售行业发展的共识。他还强调，过去7年达达一直践行“开放、合作、共赢”的理念，展望未来，京东和达达也将持续向行业开放能力，助力零售商、品牌商实现数字化升级，进一步优化运营并提高效率。
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