新零售下的四种商业形态
比起深度垂直化的互联网,新零售仍然是个新事物,即便在过去几年中一次又一次的被资本催熟,所展现出的商业形态无外乎以下四类:
1、生鲜超市。
盒马鲜生、超级物种、鲜食演义、大润发优鲜等等,在O2O时代功败垂成的生鲜市场,迅速成为新零售舵手们青睐的对象。
原因在于,生鲜类产品的特殊属性对物流和仓储有着苛刻的需求,无论是盒马鲜生还是超级物种,服务的都是线下3公里的商业圈,且大多数打着新零售招牌的生鲜门店,更注重线上流量,采用的是生鲜零售+餐饮+配送的模式,线下扮演的是体验和仓库的角色。
不可否认,O2O模式的溃败催生了“新零售”的形态,至于能否撕开一个口子,从盒马鲜生、超级物种的疯狂扩张,以及越来越多跟随者出现的情况来看,或许没那么糟糕。
2、无人超市。
2016年末的时候,亚马逊推出了无人超市Amazon Go,仅仅过了半年时间,无人超市的概念就在中国大火,出现了无人货架、无人便利店等多个“变种”。
可没几个月的时间,媒体之于无人超市的态度就从叫好转向唱衰,就连阿里的“淘咖啡”也被视作没有技术硬货的噱头。线下商超有个计算标准叫坪效,就是每平方米能够产出多少营业额,占地200平的“淘咖啡”可能还只是个样板工程,但缤果盒子、Take GO等已经开始在线下扎根,却屡屡被质疑所能承载的用户数、SKU、成本等问题,此外还要面临技术、人性等多层面的考验。
或许无人超市是个趋势,目前仍需要漫长的过渡期。
3、精选体验店。
相较于线上渠道,新零售最显著的优势就是体验,并催生了一批以体验式消费进军新零售的玩家,网易考拉的“海淘爆品店”、MUJI的酒店等无不是如此。
如果站在新零售的角度来理解线下精选体验店的意图,无外乎为了占领新零售的线下场景,最终挖掘出新的增长引擎。那么用户关系的价值便大于流量本身,比如通过精选SKU、装修风格和陈设布局来输出生活方式,MUJI恰恰就是其中的集大成者,如今网易考拉、小米有品、网易严选等也开始复制,只不过多了线上引流,开始拥抱新零售。
不过,这是一个典型的重模式,坪效的优劣决定了能否规模化复制,也决定了参与门槛。
4、轻体量的无人零售。
自助售货机里的天使之橙、披着共享经济外衣的共享充电宝、占领连锁酒店的情趣用品售卖机等,这里更愿意称之为轻体量的无人零售,并大胆预言将成为新零售形态中不可或缺的一部分。
重和轻从来都不是对立面,而是两种差异化的存在形式。或许精选体验店意在增加用户粘性,打通用户关系,轻体量的无人零售却有着“用完即走”、“填充零散注意力”的优势。
举个例子来说,在连锁酒店中放置的情趣用品售卖机,用户只需要扫码付费就能拿到商品,既满足了用户的隐私保护诉求,也迎合了特定人群的刚需。至少不失为探索新零售的新思路,毕竟简单也是用户体验的一种。
不难发现,四种新零售形态无不折射了一个核心思想:通过场景化的体验,解决用户购买决策的问题。有所不同的是,新零售的轻与重、繁与杂似乎反应了不同玩家对于新零售的不同心态,也将直接影响新零售的走向和格局。
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