China Food

From the bitter business to the new curve, how many ways does fruit retail have to go?



“ 
How can fruit stores “suck powder” more effectively?
 ”

During the repeated closures and control of the epidemic at the beginning of the year, the community business of fresh food stores was often very hot. The community was full of voices every day, and there were many people in the community who made inquiries and put together orders. However, with the stabilization of the epidemic, the popularity of the community began to dissipate, and it gradually became the “stagnant water” of the Internet that only merchants shouted every day.

As described in the title of an article of huwen in August: pulling a wechat group is the end of the era of private domain. In fact, the lack of business experience in offline passenger flow to the online private sector and the lack of business means to stably improve store re purchase are problems that almost all fresh food retailers need to face.

Take the fruit retail track as an example, has anyone found a new path?

The fruit business is sweet and bitter

Fruit retailing is a tough business.

Here, there are many players in the industry, such as chain stores, front warehouses, community group purchases, large supermarkets, and traditional farmers’ markets. Different players have different profit models, customer acquisition methods and operating costs, but they all have the same pain point – being tortured by the “delicate” fruit retail.

On the one hand, the loss rate of fruit is high. According to iResearch consulting data, the traditional fruit channel circulation needs to go through such links as the origin market, the origin wholesalers, the first batch of sales places, the second batch of sales places, and the terminal dealers. Each transportation of logistics will cause certain losses. In the retail terminal, the turnover speed directly affects the floor efficiency of the store. For example, the community group purchase industry, which is more time efficient, generally compresses the inventory through the pre-sale + next day self delivery mode to avoid the inventory loss caused by the long product turnover time.

On the other hand, the fruit retail market is highly homogeneous. China’s fruit market is characterized by a low degree of branding, and consumers only recognize the category / origin, such as Dandong strawberry and Luochuan apple. The product homogeneity of retail terminals is serious, and various fruit retail brands are more different in operation mode, with unstable customer base and low loyalty – which directly leads to the common pain point that industry players are facing difficulties in settling in private domain and promoting re purchase.

In fact, in the high-frequency and large demand fruit retail track, the players do not play much in settling user assets and improving re purchase.

The main community depends on the long-term reputation of users in the region, and hopes that users will develop consumption habits, and cooperate with friends circle, membership card storage and other basic private domain means; The main business is online, relying on various online platforms, and gradually anchoring the customer groups within the distribution radius through delivery, group purchase and other means, in coordination with the platform’s own delivery and marketing methods; As the main business supermarket, it relies on the convergence characteristics of the supermarket itself, and draws members to rely more on sales rhetoric, mainly focusing on SKU selection and cooperating with the marketing activities of the supermarket.

This is a card game that has to be played. While the bets of the fruit retail players who have been dismissed can be said to have their own advantages and disadvantages, the core goal is to maintain a stable customer base and transform the offline public domain passenger flow into the online private domain. Cooperate with sales promotion of channeled commodities and seasonal explosive products

Taking the most complicated “performance delivery” segment from online to offline as an example, due to the repeated operation pressure of the epidemic on the franchised stores, Xianfeng fruit announced that it would bear the distribution expenses of the nationwide stores from January 1, 2021, so as to reduce the burden of the franchisees, and at the same time, take this as the basis for encouraging the stores to operate online. This means that the headquarters needs to invest about 150 million yuan to combat market fluctuations.

But judging from the results, this confrontation was quite effective. Xianfeng fruit realized an unexpected increase in online orders, and the order volume of many stores was more than twice that of daily.

At present, the whole digital operation link of Xianfeng fruit has been relatively perfect. As the integrated “middle platform” of digital management, the headquarters has insight into the consumption mentality based on the data of the member CRM system to form a strategic reference, which is optimized by the business operation middle platform; As the actual terminal, the store bears the dual attribute functions of online and offline. With the digital membership system as the core, the online store takes the offline store as the front warehouse to undertake the business of self delivery and delivery to the store, while the offline store serves as the public domain of store traffic and continuously deposits user assets for the private domain of online members.

Last kilometer war

In the process of digital transformation, many retail brands often fall into a misunderstanding and lose the temperature of retail as the basis of interaction between consumers and brands. In Xianfeng fruit’s view, the core focus of digital operation should return to the service of “people”.

The pain points faced by Xianfeng fruit are: first, it needs to improve the efficiency of the store; second, it needs to precipitate the public domain traffic of offline stores to the online private domain. In view of this, Xianfeng fruit has done two things: introducing IOT equipment and launching Alipay small program at the same time, as one of the main positions of private domain operation, to help achieve global operation.

In order to improve the cashier efficiency, Xianfeng fruit is the most common payment scenario in the store. As an entry-level digital means, the common POS system has become one of the necessary infrastructure of retail stores. However, in the actual operation, there are still pain points such as operating machinery, poor interaction and limited functions, which can be called the last kilometer of the whole business digitization in the process of moving to the terminal stores.

There are many platforms in the industry that want to use this as a cut-off point to help enterprises reduce costs and increase efficiency from the consumption terminal. However, most of them are not systematic and open source enough to integrate into the enterprise’s own digital business system.

At the same time, Xianfeng fruit began to think about whether the payment scenario has the possibility of more user latitude. With the help of Alipay intelligent cash register system with IOT as the main body, Xianfeng fruit has realized the convenient ability of “one click membership”, leading the highly accidental and uncertain natural customer flow of the store to the stable online small program member flow.

Based on the open ecology of Alipay, after members are introduced into the Xianfeng fruit small program, merchants can issue coupons to consumers through the payment success page to promote re purchase, and can also obtain public domain traffic through the Alipay Star program to accurately match members and nearby users, so as to achieve effective user access,

From the recent partner conference held by Alipay, Alipay believes that the brand is the center of digital operation and management, and always needs to return to user value, focusing on the transformation to user asset management. The case of Xianfeng fruit shows that only when the user’s consumption experience is improved can the user side operation of the business have a logical premise.

For Xianfeng fruit, the essence of digitization is to continue to explore more possibilities for fruit retail. It is to dig a well one meter wide and 500 meters deep, focus on continuous deep excavation, increase digital vitality, and determine its own value in the market.

The exploration of digital deep-water area realized with the help of Alipay’s open ecology is only an attempt of global operation based on user assets. For the digitization of the whole fruit retail industry, it is only one corner. Under the premise of making the industry more refined and deeper, there are still greater industry barriers to be overcome by the market. For example, through the analysis of consumer behavior data, the demand side guides the marketing and category planning of physical stores, and even feeds the upstream supply side.

The industry is looking forward to fruit retail and telling more new stories.

Read the original text


From the bitter business to the new curve, how many ways does fruit retail have to go?

鲜丰水果面对的痛点,一是需要提升门店效率,第二是需要沉淀线下门店公域流量至线上私域阵地。针对于此,鲜丰水果做了两件事,引入IoT设备,同时上线支付宝小程序,作为私域运营的主要阵地之一,以此助力实现全域经营。

为了提升收银效率,鲜丰水果选择的切入点,是门店最为常见的支付场景。常见POS系统作为入门级数字化的手段,已经成为零售门店必备基建之一,但在实际操作中,依旧存在操作机械、交互贫弱、功能有限等痛点,堪称全域经营数字化在走向终端门店过程中还没走完的最后一公里。

业内不乏有平台想以此为切口,帮助企业从消费终端降本增效,但大多不成系统、不够开源,无法融入企业本身自有的数字化经营系统。

与此同时,鲜丰水果开始思考,支付场景是否具备更多用户纬度的可能性。借助IoT为主体的支付宝智能收银系统,鲜丰水果实现了“一键入会员”的便捷能力,将高度偶然性的、不确定性高的门店自然客流量,引向稳定的线上小程序会员流量。

基于支付宝开放生态,会员被引入鲜丰水果小程序之后,商家可以通过支付成功页发券给消费者提升复购,还可以通过支付宝繁星计划获得公域流量精准匹配到会员和附近用户,实现用户有效触达,借助小程序消息、安心充等产品能力,在可持续用户资产运营的基础上,也让鲜丰水果门店的服务动线实现了数字化升维。

一方面,是线下服务体验的升级。云效报道显示,鲜丰水果的AI智能识别POS可以自动识别水果品类并称重结算,对门店收银人员来说,这意味着收银效率的极大提升。

更为重要的,对于门店至关重要的会员系统服务链路大为缩短。在此之前,鲜丰水果吸引会员的方式是邀请顾客扫码线下物料,再手动填写注册信息,以及在公众号、小程序放出活动信息。盛廉洁对「新熵」表示,这一流程要花费一分钟左右,如果网络不好,可能要推迟到三分钟、而在接入智能IoT设备后,用户注册会员的路径大幅缩短,只需要一键授权信息即可领取会员卡,时长也缩短至6秒左右,“相当于几何倍数的增长”。

另一方面,是线上用户经营的匹配。顾客在线下支付场景,智能IoT能识别并精准展示优惠券与会员储值优惠会员权益,引导入会,大幅提升门店会员转化效率。通过支付宝的IoT设备或小程序注册的会员,将与品牌会员系统深度打通,顾客可以享有品牌的完整会员权益,比如新会员礼包、会员折扣及会员积分等。

“我们与到店用户的交互,除了店员话术就是收银系统。所以在打通收银到小程序的链路后,我们就打通了对用户从支付、营销到后续复购的闭环。”盛廉洁介绍。

据盛廉洁介绍,接入智能IoT的门店与其它门店相比,营销效果至少有15%以上的提升,门店日均拉新人数也提升67%,从2.8人提升至4.7人。在近期鲜丰水果的刷脸支付优惠活动中,店均用户参与率也能达到20%以上。

鲜丰水果效率与销量双向增长的背后,是线下门店公域流量与线上私域流量两个场域“最后一公里”的贯通。

从支付宝最近召开的合作伙伴大会来看,支付宝认为品牌数字化运营、经营的中心,始终要回归用户价值,重点向用户资产经营转型。而鲜丰水果的案例表明,只有当用户消费体验提升,商家的用户侧运营才有逻辑前提。

对于鲜丰水果而言,数字化的本质是继续向水果零售的更多可能性探索,是打一口宽一米,深500米的水井,专注一点持续深挖,增加数字化生命力,以此确定自身在市场中的存在价值。

借助支付宝开放生态,实现的数字化深水区探索,也只是基于用户资产的全域经营尝试。对于整个水果零售业数字化而言,也只是其中一角。在做精做深的行业前提下,还有更大的行业壁垒等待市场攻克,例如通过消费者行为数据分析,以需求端引导实体门店的营销及品类规划乃至于反哺上游供给端等等。

行业在期待水果零售,讲述更多新故事。

作者:白芨;来源:新熵(ID:baoliaohui),转载已获得授权。
转载授权及媒体商务合作:Amy(微信号:13701559246);
加入社群:Cherry(微信号:15262433826)。


相关阅读



食品人都“在看”

Similar Posts

Leave a Reply

Your email address will not be published.