A store that sells 6 billion good goods a year, how to break through the online and offline boundaries and play digital operations?

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The "snack economy" is welcoming a new round of explosive growth.

Statistics show that from 20 15 to 20 19, China's snack food industry will continue to maintain rapid growth, with the compound annual growth rate exceeding 17%. It is estimated that the industry output value will reach about 2 trillion yuan by 20 19. After coming to China and landing on the Shanghai Stock Exchange, the Internet brand "Three Squirrels" also submitted IPO documents, and the good shop successfully realized the digital operation of its stores through omni-channel integration, becoming a high-tech food company with annual sales of 6 billion, ranking 26th in the global 100 ranking of candy enterprises published by Candy magazine, and first among the leisure snack brands in China.

Among these enterprises, the good shop is not the earliest, but its annual sales are far ahead, and it is also the only leisure snack brand that does well online and offline.

In fact, for 10 years, good shops have been trying various new technologies and concepts. With the ultimate product and user experience, we have integrated the supply chain from scratch, entered e-commerce and social media, and realized digital operation after omni-channel integration. In the field of snack segmentation, a new retail sample of digital operation ran out. What are the product advantages behind it? How did Liangpin Store complete the omni-channel integration of 37 online channels and 2 100 offline stores in three years to realize digital operation?

Customer-oriented product innovation-product power

Many consumers who visit a good store for the first time will be really surprised to see spicy stewed lotus root, cold edamame, grilled shrimp and dried eggs in the store. These foods, which usually appear on local tables, become snacks in good shops.

In the view of Yang Hongchun, the chairman of Liangpin Store, the core of the rapid expansion of Liangpin Store is nothing more than two points, one is delicious, and the other is quality. No matter how the industry changes, infinitely close to consumers is the only way to win.

As the "chief tasting officer" of a good shop, every month Yang Hongchun takes new products to his office for personal tasting.

The merchandise department of a good store is probably the happiest office in the eyes of foodies-a place within reach, full of all kinds of snacks, and almost every day there is a tasting experience of new food. However, this task seems easy, but it can determine whether a product can appear in the consumer's field of vision. Generally speaking, a product needs to be tried by 100 people, and the score is above 80.

There are more than 200 snack suppliers in Liangpin Shop. Every year, new suppliers join in to provide delicious snacks for foodies, and some unqualified suppliers are eliminated. Therefore, Liangpin Store has set up the position of Supplier Management Engineer (SQE) in the enterprise, which is responsible for selecting suppliers. SQE is actually a scarce talent in China, because it needs not only professional knowledge in food safety, but also on-site management experience. SQE should first evaluate the supplier's qualification and production site according to the factory inspection standards, and urge the rectification. Second, it should feed back the supplier's product quality problems.

It is said that 80% of new factories have to be rectified before they can become suppliers of good stores. Including qualification examination, raw material control, and the clearance of hardware accessories are all fundamental, seemingly unrelated to production conditions, such as "employee health" are also included in the assessment. In the eyes of good stores, if employees are happy, their service to customers will be more detailed. Many man-made safety accidents are caused by labor safety problems, so whether employees' work safety is orderly and whether they are handed over on time has become a hard condition for evaluating suppliers. In addition, there are records including the whole year of the factory, and dynamic control is included in the assessment of suppliers.

With good products and good suppliers, we should also be good at capturing market hotspots. What flavor products do consumers like? Good shops use big data to pierce the window paper between products and the market. Through the purchase and sale data of more than 200 stores across the country, as well as online and offline products for tracking and analysis. For example, from 2065438 to August 2006, Liangpin Shop combined big data and snack consumption trends to create a new era of marine snack food and provide consumers with ecological, healthy and safe marine snack food.

For another example, when a good store develops a nut product, it will classify the needs of consumers and user scenarios. There are four consumption scenarios of nuts. The first one is purely used to satisfy cravings and kill time. The second is to satisfy hunger; The third is to supplement nutrition by nuts; The fourth is to hoard goods and give gifts on holidays.

Different from the strategy of many e-commerce companies to save money, the idea of a good shop is to make a category with enough market space into the highest-selling goods in the store. No matter from the perspective of drainage, service or innovation, this is a necessary commodity.

Through product innovation, Liangpin Shop has created many online celebrity products such as lotus root, crisp jujube and pumpkin seeds. Among them, crisp jujube sells 30 million packages a year, with sales of 65.438+0.6 billion, which is a veritable star net red product.

Product innovation also enriches the product line of good shops. Starting from 20 15, good shops began to upgrade at the rate of 30-40 models per month, and the annual commodity reserve was 1500 SKU. Good shops develop nearly 300 new products every year and eliminate and integrate 500 old products.

Omni-channel digital operation-innovation

Mobile Internet has changed consumers' living habits, making consumption scenes diversified, consumption time fragmented and consumption space drifting.

Order a snack gift box online before going to work, and you can take the packaged gift box at the nearest store in real time on your way home.

Hold a "party" at home to entertain friends and find that there is no time to buy snacks. Order a "Snack Package" at the takeaway client and deliver it to your door within 1 hour.

Your favorite snack food is out of stock. Once it arrives, it will be prompted by SMS in the member center. After placing an order, you can pick up the goods from nearby stores or deliver them to your door through e-commerce. Lazy people can't wait for an hour to deliver it in the form of takeaway.

This seemingly simple way of shopping, not every business can do it. For good stores, omni-channel digital operation is the core behind it.

Because every link of omni-channel is recorded by data, who the goods are sold to, what categories users like to eat, how often they buy, how much profit they contribute, and how much inventory they have after buying, a good store that completes omni-channel digital transformation can record every customer behavior data that interacts with them.

In Chu Chu's view, omni-channel is a bit similar to the business principle of "where users are, we are there", and it has built a three-dimensional sales channel and a channel relationship in which consumers can buy at any time, anywhere and at will.

In fact, it is not uncommon for a company to have multiple online and offline sales channels at the same time, but this can only be regarded as "multi-channel". Take a good shop as an example. At first, its retail stores, third-party e-commerce platforms and social e-commerce were all located in their respective business departments and separated from each other. Only by truly "connecting" them can we achieve true "omni-channel".

This specifically means that consumers can be identified by a unified ID in any channel, the membership rights of different platforms can be universal, and users who buy goods in different channels should enjoy the same product and service experience.

Since 20 14, Liangpin Store has cooperated with IBM, an enterprise consulting service company, and SAP, an ERP software provider, and invested over 100 million yuan to build an omni-channel retail platform system covering order centers, inventory centers, promotion centers and price centers, and at the same time establish an online and offline supply chain system.

It's easier said than done. When the omni-channel system was launched, it integrated many businesses of good shops and switched between 265,438+000 stores.

From August, 2065438 to August, 2005, after the first phase of the system was launched, the order processing capacity of the retail platform had an immediate effect. The previous system could not handle 65438+ 10,000 orders a day, but the orders of 20 1 1 "double 1" reached1320,000, and the orders of "double 12" were also placed online. In this case, the new platform has completely withstood the test.

After three years of layout, the omni-channel core of the good shop has opened five channels:

The first channel is 2 100 stores;

The second is local life (US group take-out, word-of-mouth take-out, Baidu take-out, etc. );

Third, platform e-commerce (Tmall, JD.COM, etc. );

The fourth is social e-commerce (WeChat, QQ space, Baidu Post Bar, etc. );

The fifth is the APP side.

For the five channels, good shops have different positioning: platform e-commerce is a fast-selling brand, sales and training team, facing the wide-area market; Local life is to connect stores with online consumption behavior. At present, the single-day order sales revenue of good shops on the takeaway platform has exceeded 50,000 orders. Customers place orders on the take-away platform, and take-away can pick up the goods at the store. At present, a store sells more than 30 take-away orders every day; Social platform mainly makes consumers feel that good stores are young, fashionable, fun and interesting, and its important function is content production.

Good shops build an omni-channel system by integrating five core channels: technicalization, informationization, process and digitalization.

Under the omni-channel system, Liangpin Store has built a "cloud shelf" model based on offline physical stores. By scanning the code in advance to open the store, the online and offline sales front-end and supply chain system can be opened, and the convenience of placing orders on its e-commerce platform can be brought into full play. With the instant delivery capability of the store system, all offline stores have become distributed hubs in the omni-channel field.

In the past, the shops of good shops played a great role in guiding e-commerce and attracting fans. Nowadays, with the support of the omni-channel system, online began to feed back offline.

Thanks to the omni-channel model, Liangpin Store earned 6 billion yuan in 20 16, and all 2 100 offline stores made profits, with online sales reaching 2 billion yuan, ranking first both online and offline, making it the real first brand in the industry.

Building a supply chain from scratch-integration

Six years ago, Liangpin Store was an out-and-out entity retail enterprise. But even so, even in the initial stage of business, good stores have never bought anything in the wholesale market, and all products are developed and standardized with upstream OEMs. Any product picked up in a good store has detailed sensory standards and physical and chemical standards behind it.

Around 20 12, Liangpin Store established a complete supply chain system, which also laid a solid foundation for omni-channel layout and digital operation.

In the past, the standards of snack industry were not complete, and manufacturers judged the quality of products by experience. Therefore, the founder of Liangpin Shop personally led the team to write quality control books and established the first digital quality control standard library in the industry with more than 1500 SKUs. Now these products will be screened by sensory standards and physical and chemical standards. Physical and chemical aspects are implemented according to the highest national standards, while the rigor of good shops is more reflected in sensory standards: varieties, places of origin and processing methods are subdivided. For example, sunflower seeds need to be blown away by a blower, how much meat, how many shells, and how long they are connected together, and the uniformity of particles is also within the calculation range.

In fact, a good shop is both a brand manufacturer and a retailer. It needs to research and develop products, study consumers and markets, and use marketing resources to brand products. Its supply chain is far more complicated than ordinary consumer goods companies.

Take crisp jujube, a star product with annual sales of 65.438+0.6 billion yuan, as an example. From product discovery, to * * * research and development, to mechanized production, good shops have been involved in the production process from the early collection of ingredients, holding the supply chain in their hands. Coupled with dynamic order-based production based on big data technology, products will not be out of stock and there will be no inventory pressure. Suppliers and good stores are both win-win.

Every year, the good shop will also tell the supplier the development plan of the year, explaining how much capacity the factory will expand. The person in charge of the good shop said, "We will not encourage suppliers to cut prices by increasing production capacity, but promote the healthy development of suppliers." I have too many stores, and I can't do it without product support. "

This kind of supply chain management from the perspective of the whole industry chain conforms to the essence of new retail: "providing omni-channel, all-category, all-time and all-experience services for all online and offline customers".

If we make a product according to this logic, the good shop will stand on the cusp of new retail and realize the leap-forward development with an annual sales growth rate of more than 20%.

Potential energy behind digital operation

Although the leisure snack market in China is in a period of rapid growth, the competition is becoming more and more fierce. China Food Industry Association's Research Report on the Development of Traditional Leisure Food Industry in China shows that by 20 14, the scale of leisure food industry in China has reached 1062039 billion yuan, and the annual output value of leisure food is 456.259 billion yuan.

In this huge market close to 500 billion yuan, qiaqia, Laiyifen, Tianwo and other traditional snack giants are eyeing up, strengthening the layout of e-commerce channels and category development, trying to counterattack the online market. Three squirrels and herbs also accelerated the layout of offline retail stores and entered the offline chain channels of the opponent's "base camp".

In such fierce competition, Liangpin Store has left its competitors far behind with its annual sales of 6 billion yuan, which is precisely its online+offline digital operation strategy that has played a great role.

Internally, good shops have been digitized, and six elements of membership, commodities, promotion, orders, inventory and logistics have been opened up. Good shops have completed the construction of three-tier organizational structure of business, resources and management through digital operation, and realized an independent, interconnected and streamlined organizational system.

Externally, the offline stores of good shops have become an important channel for traffic distribution through digital operation and snacks as the carrier. There are more than 2 100 stores in Liangpin Store, all of which have large screens to push content. At least 600,000 people enter the store every day, and the store has more than 200,000 transactions. Distributing 200,000 paper bags every day can directly or indirectly affect 2 million people. At the same time, when all members are digitized, pushing a message will affect millions of members.

Ali Research Institute pointed out in the "New Retail Research Report" released in March this year that new retail is a "data-driven pan-retail format centered on consumer experience", and good shops have already passed the omni-channel practice with users as the core and big data as the guide, becoming a "new retail" sample of digital operation.