For example, Leyou’s omni-channel model: Leyou develops the omni-channel marketing model of “APP online mall chain store” and takes advantage of the Internet and physical stores to turn the shopping s

For example, Leyou’s omni-channel model: Leyou develops the omni-channel marketing model of “APP online mall chain store” and takes advantage of the Internet and physical stores to turn the shopping scene into a borderless product display hall, which combines convenience and The dual advantages of customer experience will speed up the integration of online and offline interactions and comprehensively meet the shopping needs of more young consumers born in the 1985s and 1990s. With the help of the member collection and analysis system, thousands of people will be adopted for different members in actual operations. Thousands of precision marketing solutions, in-depth management of customer relationships. The core of Leyou's omni-channel integrated marketing is to use advanced Internet technologies such as big data and cloud computing to analyze and seamlessly link customer resources and product information across all sales channels, thereby improving the customer's shopping experience in any channel. Through the membership management system, Leyou can quickly capture new consumption trends of customer groups and enhance brand loyalty, which is a necessary link to achieve precision marketing. Leyou provides precise services to users from two perspectives. One is to implement joint sales based on the stage characteristics of consumers. By analyzing the consumer's age group through past purchasing behavior, we can push related products suitable for him based on the characteristics of this age group. Another perspective is to determine the attributes of consumer groups based on the brand, and then provide continuous brand push services. (4) Create new experiences through new species and new business formats. Faced with consumers’ demands for shopping convenience, service experience value, and product diversity, companies have become enterprises that provide personalized customized services and door-to-door fast delivery to facilitate consumers and obtain stable customers. source method. Companies that produce suits, furniture, tea and other commodities have begun to provide consumers with customized value-added services on the basis of high gross profit margins. Based on consumer data, they are digitally transforming their supply chains to achieve C2B or C2M. model. Take red-collar suits as an example. In 2013, the personalized suit customization flexible production line RCMTM (RedCollarMadeToMeasure) developed by red-collar was basically formed. RCMTM is a customized production line that combines human and machine and was established by red-collar on the basis of big data. To achieve efficient and rapid production of personalized customized clothing with computer assistance. Red collar customization can be achieved through two business models: B2M (Business to Manufacturer) and C2M (Consumer to Manufacturer). 90% of the red collar customization business comes from overseas and 10% from domestic. In the overseas market, any custom merchant that cooperates with Hongling can submit its order to the RCMTM system for completion. This is the B2M model, that is, the model from merchants to manufacturers; in the domestic market, Redling mainly promotes the C2M model, that is, From consumer to manufacturer model. C2M is a concept of factory direct sales without any intermediate links. Consumers' personalized needs are transmitted to factories in real time through information technology. The factories quickly and accurately meet consumers' needs without experiencing any delays in the process. The C2M model takes C-end consumers as the core, and C drives the operation of the entire supply chain, industrial chain and value chain of the enterprise to meet consumer needs as quickly as possible. Compared with traditional industrial production, the advantages of C2M mass customization are obvious, as shown in the figure below. After the Red Collar Group transitioned to mass customization, it broke away from the highly competitive Red Sea market of garment manufacturing. The competitive environment became relatively relaxed, which greatly improved the company's efficiency and profits. In 2014, Red Collar achieved a year-on-year growth of more than 100% in sales profit indicators. It has become a successful example of transformation and upgrading of traditional manufacturing industry with the help of information technology. Written at the end, from retail to new retail, there is not only the word "new", but also new sales scenarios, new relationships between merchants and consumers, and new supply chain processes. While the industry brings changes, consumption Investors will also benefit from new retail and enjoy more efficient services and better products. In this context, only companies that focus on efficiency and consumer experience and choose the most suitable change strategy based on their own conditions can truly ride on the new retail wind and soar.