顺丰新零售烧掉10个亿！王卫屡败屡战！
顺丰一直坚持物流商流两手抓，从2013年的顺丰嘿客，到2015年更名顺丰家，2016年又与顺丰优选合二为一，再有了今天线上线下全渠道的顺丰优选。这一路走来，顺丰为了触碰新零售，经过六年的调整试错，但是目前看来，这一战略还是可能会面临重大挑战与调整。
顺丰优选因为目前没有找到项目整体盈利的方向，近日在全国范围大规模关闭门店。曾有人给顺丰做零售这事算了一笔账，前后投入已经超过10个亿。
但是王卫一直强调“新零售对于顺丰是个机遇”，认为新零售是线上线下销售渠道的结合，而顺丰庞大的地面网络、行业领先的航空资源以及超过2000名研发人员的顺丰科技可以为全国品牌商打造一站式服务。
从王卫的这一番话中，我们可以看出，虽然顺丰在新零售烧钱打市场的过程中摔了大跟头，但是也可以看到顺丰做新零售的优势——有效控制物流成本。
新零售造就了盒马鲜生，瑞幸咖啡这样既有门店、又送外卖的新物种，可它们都在亏损，原因之一就是高昂的物流配送成本。配送成本是新零售公司的核心竞争力之一，顺丰是直营快递业务起家，效率高，做新零售就具有这个天然优势。更何况对于瑞幸等品牌而言，美团和饿了么多少都有着一丝竞争关系而不便介入，作为第三方的顺丰自然是个更好的合作伙伴。
其实放眼看去，市面上拥有同城配送网络的公司并不多——阿里95亿美金收购饿了么，蜂鸟的地位举足轻重；达达合并京东到家，京东也是大股东。因此顺丰也在财报中称，未来三年同城即时物流将保持近30%的年复合增长，它将在此加大投入。
正所谓成也萧何，败也萧何，这一优势也是顺丰失败的必然因素之一——顺丰一直在用做物流的思维做零售。
因为顺丰是做高端物流服务起家起家的，所以在定位上也完全走了高端化路线。顺丰优选的商品结构上多以进口食品为主，60%的商品都是国外品牌。但是新零售行业，则更多的是从客流量、消费行为、销售策略、供应链等角度进行考虑。顺丰应该把关注点放到了降低成本、提高效率方面。
其实，顺丰完全可以利用一物一码系统降低成本，“一物一码”是指给每一个商品都附上专属的二维码，二维码上携带着这个商品的信息，消费者通过扫码的行为可以查验产品的真伪，也可以做促销活动，抽奖品，抽红包，做企业通过这种方式不仅可以节省促销成本，还能收集到消费者的数据，为二次营销提供数据支撑。比如国内的喝彩码，实际上除了促销之外，还是去中心化的本地生活流量清算服务商，用轻度社交和数据处理的方式，促进异业联盟，利用商户之间的流量互通，显著增加商户营收。
现如今，物联网巨头们纷纷将市场战略转向了线下，如今便利店的风口又来临，在国内外便利店的多重夹击下，顺丰这条新零售之路注定很坎坷。不过，路总是人走出来的，期待顺丰有更好的表现。毕竟顺丰的掌门人王卫可是可是马云最佩服的人之一！
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