Hema "wildness" is not tame?

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Author 丨 Gu Fu

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"Supermarket online is an inevitable trend, but this is not the future of the retail industry. The essence of retail still has to return to the old saying of physical retail -whether the products and services provided by the company are in place. Or, the retail industry competes The essence is the competition of goods. "

In the online live broadcast organized by the China Chain Operation Association, Hema CEO Hou Yi once again talked about the current understanding of retail.

Meituan's understanding of retail is from real -time retail to all things at home, emphasizing the performance of 30 minutes home; Hema, which has been positioned as a local life service provider in the Ali system, has a stronger ability to adjust the goods at the moment.

Under the guidance of this keyword, Hema began to reshape from the "supermarket + catering + home" store model of the three elements of the "Relief Farm" before, and tried to set up nearly a dozen types of front positions and community group purchases uninterrupted. Store format.

From the freshness to diversification, it can be regarded as the innovation, integration, and trial and error of Hema's early retail essence. In the internal letter in January of this year, the goal of returning to retail will be added again. Hou Yi set a comprehensive profit as a new goal. Ali Group also implemented its business operation responsibility system, emphasizing that each business sector must support himself.

The Hema who has gone through the revolution period, on the question of how to eat, after a series of measures to reduce efficiency, early fierce wildness is also being tamed.

01 The decline of the hall, the attack 3R

For the new species of Hema, the retail industry, in the time of 2016-2019, the intuitive feelings of most retailers are the main area of ​​large-scale, with fresh and restaurants' fresh scenes to reshape the traditional commercial supermarket experience. One Time has triggered the follow -up imitation of the industry.

In this wave, the discussion on "whether the supermarket catering is a pseudo -proposition" once became the main issue of various industry summits in 2017. However, this kind of controversy did not last long. In the Hema phenomenon that must be queued for high -speed expansion stores and stores, Tang Food quickly became a super -standard matching and became an industry consensus.

The Internet giants have ended, Meituan launched a small elephant fresh, JD.com launched Qixian store, and Yonghui invested by Tencent launched a super species. The store models are built according to Hema Xiansheng stores, which focuses on the new business supermarket format of "supermarket + catering + home".

However, the consensus on the wind is not perfectly verified by reality. Yonghui opened the first super species in 2017. As of June 2018, 46 stores were opened nationwide, and in the third quarterly report in 2018, Yonghui Yunchuang, which belongs to the super species, has become the main decline in the group's performance. reason.

Immediately after 2019, Hema launched a famous new retail punch battle, announcing that the business model of "Commercial Super + Catering + Takeaway" was temporarily coming to an end. Subsequently, the small elephant fresh, JD seven fresh, and super species have entered a strategic adjustment period, or closed or dormant.

For Hema, which has a new retail banner with Shangchaochi, the keywords of the operation at that time were fresh. Not only the freshness of fresh products, but also the experience fresh after the reshaping of the people.

However, freshness always requires cost. At the Lian Shang.com conference in March 2019, Hou Yi reflected the two store elements that focused on fresh experiences: Is it necessary for the seafood to be the main product? Do catering must be standard?

After this reflection, I learned from the main direction of other new retail peers to become Hema. At that time, the pre -storage model of the fresh e -commerce companies at the daily e -commerce company launched the Hema Small Station. In 2020, they entered the community group purchase and the power storage member store in 2021. However, these diversified explorations can only change the store business after 2019.

More than 300 Hema Xiansheng, which was opened before 2019, is still the main store. Focusing on the problems existing in Hema Xiansheng, internal digestion and solving the remaining problems are the key to profitability.

After the Shangchao + catering model faded off the fresh aura, Hema Xiansheng, who wanted to make a profit, aimed the drainage of food processing, that is, the 3R business in the retail concept (that is, food, heat, that is, cooking).

The 3R business launched in 2019 is more concentrated and more standardized compared to the drainage model of fresh + hall food. In terms of drainage effects, seasonal food research and development and regional operations around 24 solar terms are also more flexible.

Hou Yi used the performance of Hema's own brand baking products in Zhengzhou stores. As an example of the category, although the pricing of this category is higher than other local supermarkets, it attracts the steady order for Hema stores, which can sell an average of 100,000 pieces per day. In terms of profit, Huang Haifei, who was responsible for product development in 2019, revealed in a public speech that its gross profit can reach 32%.

On this basis, Hema believes that in the next market expansion, the creation of such differentiated products will become one of their important means of competition between local and regional retailers.

However, this main competitive method is not easy. According to the "Interface News" report, Hema started a new round of layoffs in May, of which the 3R business was adjusted to adjust the purchaser and was placed under the unified management of the Shanghai headquarters.

Some people in the industry believe that the 3R business at this time may mean that under the pressure of Hema under the pressure of overall profitability, even a better innovative profit business needs to be considered.

Not only that, the development of its own products, especially cooked food products, is out of localization and is completely classified as headquarters management. It requires a strong supply chain capacity. Whether Hema can continue to maintain high -rhythmic product innovation under high pressure is also the same. It is worth observing. When summing up the law of Hema business, some retail practitioners believe that the high incidence area of ​​Hema's business accidents is often the main innovation business in the near future. For example, from 2016-2018, the negative incidents of Hema mainly occurred in the catering processing process in the food area. After 2019, the operating accident of Hema Store mainly occurs in the standardized process of cooked food processing operation.

It can be seen that even compared to the heavy model of traditional catering, semi -finished products such as processing foods are light models, but because the product changes are fast, the food link is still not easy in the retail business link.

02 Can't pull the real discount of the sideline

When the drainage method of Shang Chao + catering is high in gross profit, the main attack of differentiated processing food 3R business is replaced, and another high -priced and high -quality consumption upgrade model has also begun to lower the head.

Since the first "Ole Store" in Shanghai last October, Hema has successively landed in Orajo in Beijing, Chengdu, Xi'an and other cities. As of the end of June, Hema -fresh Ole has opened five stores in Beijing.

The format of the quality discount store is positioned. The landing speed of Ole store is the only store format that accelerates the speed of Hema in the past six months.

In Hema's view, the products of Ole stores are mainly the main business formats of Hema Xiansheng, Hema neighborhood and other formats, as well as the day -to -day fresh products that produce mild bumps in transportation. The loss of the store will be the supplementary form outside the three major formats.

However, there are also people who have been discounted during the period of time. They may be a real discount on the fake period, and they are worried about the high -priced and high -quality positioning of the owner's brand, and at the same time, they cannot reject the capacity and purchasing power of the cost -effective market.

Many of the supply of traditional food foods originated from foreign imported foods. The imported food ordering cycle is long. From ordering, payment to production, shipping, and sales, the cycle is often up to several months, which can easily lead to great pressure on imported food inventory. Therefore, the discount stores in the market are mainly imported foods.

Domestic brands' temporary products are often mainly due to the misjudgment of market conditions, leading to excess product, and eventually price reduction sales and reducing inventory pressure. Regardless of import or local, the business is essentially due to the "error" business.

However, with the improvement of the digitalization capacity of retailers, the accuracy of the use of big data and the accuracy of the estimation of the purchase volume is theoretically unlimited to eliminate the elimination of futures food. For Hema, which emphasizes big data capabilities, by improving the accuracy of estimates and reducing the incidental food due to the estimated errors, the issue of the period can be solved.

Because of the products generated by transportation and processing, it is far from Hema that needs to be sold in the form of a new store format. For Hema Lai, the speed of the Tou shop at Oleian, which is mainly discounted, and the big data capabilities it emphasized, is a contradictory manifestation from the perspective of the theoretical error.

This contradiction, the official statement is to speed up the internal circulation and meet the segmentation of the consumer needs of crowds in different scenarios. However, the essence is that in the past of the emperor crabs, Hema, which has shaped white -collar workers such as the High -quality living crowd, is constantly opening the market down to meet more public needs.

Just in the past, the air outlet of community group purchases was taken away. At the moment, the darkness of the real discount fake period is. After all, there are many parts of the brand premium. However, in the era of cost reduction and efficiency and efficiency, it is a way for the public to become Hema's comprehensive profitability.

03 Fat the wildness to survive

When Hema began to return to common sense, no longer stirred retail in the industry's new species, and after being tamed by cost reduction and efficiency, it always had some veritable feelings.

Following the essence of retail management and returning to the physical retail industry itself to open a store. In the internal letter of this year, Hou Yi, CEO of Hema, made arrangements.

In the latest strategic adjustment, "following" replacing "innovation, trial and error" has become the main direction, fading away the soul of innovation, and feeding himself as the annual keyword of Hema.

In this keyword, on the one hand, young players who have seen in the retail industry have been in the retail industry for nearly 8 years, and they have to return to tradition and go to the common sense of retail operations; on the other hand, in the Internet Among the genetic players of genes, 8 years are also an IPO time plan.

Looking back at the past, in 2015, Hou Yi and Ali CEO Zhang Yong in the Hema Malaysia in the cafe — the three elements of "Supermarket + Catering + Takeaway". Commercial super business.

As for catering + takeaway, Ali's demand for high -frequency business traffic entrances, Hema does not meet the traffic needs of Ali's main business.

After all, the 3 kilometers of high -quality people represented by Hema Xiansheng were not most people in China's retail. The drainage effect was limited. It even needed to drain online through the main e -commerce business.

When returning to traditional retail sequences, as the explorer of new retail, Hema failed to become China's Wal -Mart and brought the entire industry into the next era. After all, Hou Yi is not Suzuki Minwen, and has not brought new retail philosophy to China.

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