After the 2017 ISPO BEIJING Sports Industry Forum meeting, the equipment was extremely honored to interview Mr. Fang Baoqing, who is the deputy director of the ICD China Business Development Institute of Shanghai Jiaotong University. With regard to the new retail situation, brand stores should learn and grow.



Equipped with Cool Q1: Under the new environment, entities under the line have been severely hindered, and the combination of online and offline has not achieved a “win-win” situation as you would imagine. How do you view this phenomenon?


Mr. Fang: The oto part has not been truly integrated at the moment. It is because everyone publishes the online part as information. It is actually wrong to think that information is published and the advertisement is played out. Because the stickiness of online users is totally different from that of offline customers. The users on the line are biased towards younger people, and the consumption attributes tend to be price-oriented. The offline consumer groups are older and more mature. They are different.


Therefore, it is necessary to learn how to develop users online under the line. The online part does not depend on the line. The online part has now begun to go offline. They have never opened a shop and the experience of opening stores is insufficient. So both aspects are still in the process of mutual understanding. Even Wal-Mart has not been very successful in the oto part, and Amazon has not succeeded. It is not easy to represent cross-border in this area. Explain that in this regard we still have to learn more and ponder.


Equipped with cool Q2: Under the influence of the new retail environment, the purchase behavior of customers has also changed. In the face of changes in customer behavior, how should offline entities respond to marketing?


Mr. Fang: At present, there are too many scenes of need, and I have just mentioned shop-style. Too many store chain locks are used for standardization. The term standardization has passed for two or three decades and will have to be changed. Although the standardized products come from the headquarters, but the store is to have a little personalization, to highlight the difference.


So I just said in my speech that Starbucks, McDonald's, etc. cannot be the same for every store in the country, but domestic standardization has come to a situation where all of this scenario is replicated, so that users will be visually fatigued and have no characteristics.


And I just said that the climate factors in North and South are different and the environment is different, so models should not be the same on the shelves. This part needs to learn shopperism with Japan and respond well. This part is offline experience, consumers have changed.




Equipped with cool Q3. "Shop-style wins the world" is a viewpoint put forward by Suzuki Minwen. In fact, facing the increasingly personalized purchase demand after 00, this view is in conformity with the times. However, in view of the current situation in China, There is still a lot of resistance to fully implementing this view. Do you have any suggestions for this point of view?


Mr. Fang: At present, it cannot be said that it is not acceptable because even domestic convenience stores have begun to adjust. In the past, the convenience store from Suzuki Minwen had been the same as the distribution service for each store. The orders were for the headquarters, and each store was standard. The current situation, because the beginning will change, so the pressure of each headquarters is great.


Because of different regional attributes, each store is not the same thing, which is not part of the procurement and distribution, the pressure and the challenge is greater than before. The previous words were very simple and would give a standard. This standard is the same for the entire country, but some areas are not popular and cannot be bought. In that case, we must begin to adjust the structure. Therefore, we must focus on the research in the commercial market.


Another mistake is not paying attention to the education and training system. This is very important in the international top 500. However, the domestic does not attach importance to the cultivation of talented people. More veterans take recruits and senior cadres bring shallow cadres so that young people cannot really improve. Therefore, the success of Uniqlo is that talent is the key, and it is the key to nurturing.


Therefore, when we talk about going back to the ISPO show, what we need to understand and learn should be how foreign brands do packaging, how do we do marketing, do people leave such a big booth, do not display products, and what they want to embody? Embodies momentum and posture. So these are all things we need to learn and listen to so that we can gradually succeed.


Mr. Fang's more exciting sharing on the forum see: ISPO Sports Industry Forum Live PART7: Positioning and Pattern of Future Brand Merchants under New Retail


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