The Future of Shopping
-
标题：
The Future of
Shopping.
作者
:
Rigby, Darrell
1,2
5088
*RETAIL industry
*SHOPPING
*CONSUMER behavior
*ONE-stop
shopping
*CONSUMERS' preferences
*SOFTWARE
全文字数
:
主题语
:
*ELECTRONIC
commerce
*INTERNET sales
*TELESHOPPING
*TARGET marketing
*SELF-service (Economics)
*INTERNET marketing
摘要
:
When the dot-com bubble burst 10 years
ago, the ensuing collapse wiped out half of all
online retailers. Today, ecommerce is
well established and much digital
retailing is now
highly
profitable.
As
it
evolves,
digital
retailing
is
quickly
morphing
into
something
so
different that it requires a new name:
omnichannel retailing. The name reflects the fact
that
retailers
will
be
able
to
interact
with
customers
through
countless
channels-websites,
physical stores, kiosks, direct mail
and catalogs, call centers, social media, mobile
devices,
gaming
consoles,
televisions,
networked
appliances,
home
services,
and
more.
If
traditional
retailers
hope
to
survive,
they
must
embrace
omnichannel
retailing
and
also
transform the one big feature internet
retailers lack-stores- from a liability into an
asset.
They
must
turn
shopping
into
an
entertaining,
exciting,
and
emotionally
engaging
experience by
skillfully
blending the physical with
the digital. They must also hire new
kinds of talent, move away from
outdated measures of success, and become adept at
rapid
test-and-learn
methodologies.
A
successful
omnichannel
strategy
should
not
only
guarantee
a
retailer's
survival-no
small
matter
in
today's
environment-but
also
deliver
a
revolution in customers' expectations
and experiences [ABSTRACT FROM AUTHOR]
在十年前互联网泡沫破灭后紧接着发生的是将近一半的网络零售商被筛选掉。现在，
电子
商务稳步发展，许多数字化零售商正获得很高的利润。随着它的发展，数字化零
售很快会
变得完全不同，一个新的命名呼之欲出：那就是全方位多渠道的零售。这个
命名反映出这
样一个事实。销售商能与顾客通过不计其数的网站、实体店、终端机、
直接邮件、商品目录、呼叫中心、社会化媒体、移动设备、游戏机、电视、网络应用、
< br>家庭设备等等来进行交互。
如果一个传统的零售商希望能继续经营下去，
他们必须着
手全方位多渠道的零售。
传统零售商
得利用一个网络零售商不具备的特征
——
实体商
店
——
这可以从一个不利条件改为有利条件。
他们必须把购物和数字化巧妙的结合成
一种可以娱乐的
< br>,
令人振奋的
,
动情的体验。他
们将需要征聘新的各种类的人才，摒除
过时的成功度量标准还要擅长运用“测试和学习”
的方法。一个成功全方位多渠道的
- 1 -
战略不应只保证这个零售商的生存
——
今日的商业环
境打个喷嚏你也得振一振。
它应
实现在消费者期望和体验上有所
革新。
【作者摘要】
The Future of Shopping
购物的未来
Successful
companies will engage customers through
digital and physical experiences.
成功的公司将会通过
“
全方位的渠道销售
”
来吸引客户
:
一个混
搭网站的数字和物理的
体验
.
It's
a
snowy
Saturday
in
Chicago,
but
Amy,
age
28,
needs
resort
wear
for
a
Caribbean
vacation. Five years ago, in 2011, she
would have headed straight for the mall. Today she
starts shopping from her couch by
launching a videoconference with her personal
concierge
at
Danella,
the
retailer
where
she
bought
two
outfits
the
previous
month.
The
concierge
recommends several items, superimposing
photos of them onto Amy's avatar. Amy rejects a
couple of items immediately, toggles to
another browser tab to research customer reviews
and prices, finds better deals on
several items at another retailer, and orders
them. She buys
one item from Danella
online and then drives to the Danella store near
her for the in-stock
items she wants to
try on.
周六的芝加哥下着雪
,
但
28
岁艾米需要一套加勒比度假用的度假服。
五年前的
2011
年
的话她会直奔商场。
今天，
她在睡椅上就可
以购物了。她上个月在
Danella
买了
2
套礼
裙，现在正和那家店里的私人接待员进行视屏对话。
接待员又推荐了一些服饰给她，
并为艾米的虚拟化形象
“穿上”
了这些服饰。
艾米还是立刻拒绝他的推荐
,
并切换到另
一个浏览器选项卡去看看客户的评价和价格
,
找到了其他更划算的零销商。她从
Dan
ella
网店买了一套，然后驱车到她附近所在的有存货的店里试穿。
< br>
As Amy enters Danella, a sales
associate greets her by name and walks her to a
dressing
room stocked with her online
selections--plus some matching shoes and a
cocktail dress.
She likes the shoes, so
she scans the bar code into her smartphone and
finds the same pair
for
$$30
less
at
another
store.
The
sales
associate
quickly
offers
to
match
the
price,
and
encourages Amy to try on the dress. It
is daring and expensive, so Amy sends a video to
three stylish friends, asking for their
opinion. The responses come quickly: three thumbs
down.
She
collects
the
items
she
wants,
scans
an
internet
site
for
coupons
(saving
an
additional $$73), and checks out with
her smartphone.
当艾米入到
Danella
服装店，一个销售员用她的名字来和艾米打招呼，并带她走到试
- 2 -
衣间，
拿来了艾米在网上
订的货品——加上了一堆合适的鞋子和短裙。
她喜欢这双鞋，
于
是她用智能手机扫描了这双鞋的条形码，
发现另外一家店的比这里便宜
< br>30
元，
这个
销售员马上提供了
一个合适的价格，
并劝艾米去试试那条裙子。
这条裙子奔放而又
昂
贵，于是她发了一段录像给她
3
个时
髦的朋友来问问建议，很快就有了回应，他们都
作出了不好的评价。
她收集了他想要的列单，
扫描了一个优惠券网站
（可以节省
73
元）
，
然
后用她的只能手机付账后离开了。
As she heads
for the door, a life-size screen recognizes her
and shows a special offer on an
irresistible summer-weight top. Amy
checks her budget online, smiles, and uses her
phone
to scan the customized Quick
Response code on the screen. The item will be
shipped to her
home overnight.
< br>当她走向门口的时候，
一个和她一样大小的屏幕识别到她并显示出一套无法抗拒的
特
价夏日装。她查了下他的在线预算，笑了出来，用她的手机去扫描那个屏幕上定制的<
/p>
快速响应代码。一夜下来，这夏日装就可以送到她家去。
This scenario is fictional, but it's
neither as futuristic nor as fanciful as you might
think. All
the
technology
Amy
uses
is
already
available--and
within
five
years,
much
of
it
will
be
ubiquitous.
But
what
seems
like
a
dream
come
true
for
the
shopper--an
abundance
of
information,
near-perfect
price
transparency,
a
parade
of
special
deals--is
already
feeling
more like a
nightmare for many retailers. Companies such as
Tower Records, Circuit City,
Linens 'n
Things, and Borders are early victims--and there
will be more.
这个情景是虚构的，
但并非是不
合实际的。
艾米用的所有的技术已经实现
——
< br>在未来
的五年内，
很多的这些将无所不在。
这好像是顾客梦想成真的事——充足的信息
,
近于<
/p>
完美价格的透明度，一连串特价——对于零售商来说感觉就像一个噩梦。
< br>Tower
Records, Circuit City, Linens
'n Things, and Borders
这样的公司是早期的受害者——而
且将会有更多。
Every 50
years or so, retailing undergoes this kind of
disruption. A century and a half ago,
the
growth
of
big
cities
and
the
rise
of
railroad
networks
made
possible
the
modern
department
store.
Mass-produced
automobiles
came
along
50
years
later,
and
soon
shopping malls lined with specialty
retailers were dotting the newly forming suburbs
and
challenging
the
city-based
department
stores.
The
1960s
and
1970s
saw
the
spread
of
discount chains. Walmart, Kmart, and
the like--and, soon after, big-box
such
as
Circuit
City
and
Home
Depot,
all
of
them
undermining
or
transforming
the
old-style mall. Each wave of change
doesn't eliminate what came before it, but it
reshapes
the
landscape
and
redefines
consumer
expectations,
often
beyond
recognition.
Retailers
relying on earlier formats either adapt
or die out as the new ones pull volume from their
stores and make the remaining volume
less profitable.
- 3 -
每隔
50
年左右的时间
,
零售业就会经历这种破坏。
一个半
世纪前
,
大城市和铁路网络的
增长使现
代的百货商店成为可能。
大批量生产的汽车出现
50
年后
,
有专业零售的大型购
物中心会很快连结新发展起来的郊区，
并对百货商店带来挑战。
在
1960
年代和
1970
年
代初，时间见证了折扣连锁店的扩张发展。沃尔玛、凯马特还有不久后
的
,
大包装
“
品
类杀手
”
如电路城和家得宝
,
所有的这些破坏着或改造着旧形式的商城。
每次改变的浪
潮并不消除之前所出现的商城
,
但它改造了现状和重新定义了消费者的期望
,
这往往是
被忽视了的。
零售商依赖于较早的形式或
者努力适应或灭亡了因为新的百货店会拉低
他们的销售量以及会使剩下的利润减少。
Like
most
disruptions,
digital
retail
technology
got
off
to
a
shaky
start.
A
bevy
of
internet-based
retailers
in
the
,
,
and
pretty
much
--embraced what they
called online shopping or electronic commerce.
These
fledgling
companies
ran
wild
until
a
combination
of
ill-conceived
strategies,
speculative
gambles,
and
a
slowing
economy
burst
the
dot-com
bubble.
The
ensuing
collapse
wiped
out
half
of
all
e-commerce
retailers
and
provoked
an
abrupt
shift
from
irrational exuberance to economic
reality.
像大多数的破坏
,
一个数字零售技术业会开始晃动。
二十世纪
90
年代的一些互联网零售
商
--,,--
坐拥着他们的所谓的网购或电子商务。
这些新兴公司疯狂的发展直到构想拙劣策
略
,
投机性的赌博
,
< br>和一个正在放缓的经济爆
发的互联网泡沫一并涌过来。
随
之的失败抹去了一半的电子商务零售商并且引发了从
非理性繁荣到经济现实的剧变。
Today,
however,
that
economic
reality
is
well
established.
The
research
firm
Forrester
estimates that
e-commerce is now approaching $$200 billion in
revenue in the United States
alone
and
accounts
for
9%
of
total
retail
sales,
up
from
5%
five
years
ago.
The
corresponding figure is about 10% in
the United Kingdom, 3% in Asia-Pacific, and 2% in
Latin America. Globally, digital
retailing is probably headed toward 15% to 20% of
total
sales,
though
the
proportion
will
vary
significantly
by
sector.
Moreover,
much
digital
retailing
is
now
highly
profitable.
Amazon's
five-year
average
return
on
investment,
for
example, is 17%, whereas traditional
discount and department stores average 6.5%.
然而
,
现今的经济现实是好的。福瑞斯特研究公司
估计
,
仅在美国电子商务就正在接近
2
000
亿美元的税收收入
,
占社会消费
品零售总额的
9%,
高于
5
年前的
5%
。在英国相应的
则是
10%
，亚太地区
3%,
拉丁美洲
2%
。从全球范围来看
,
数字化零售可能会朝向
15%
到
20%
的总销售额
,
尽管这一比例将会有别于不同部门。不仅如此
,
许
多数字化零售现在
能获得高利润。亚马逊的五年平均投资回报率
,
比如是
17%,
而传统的折扣和百货
公司
平均就只有
6.5%
。
What
we
are
seeing
today
is
only
the
beginning.
Soon
it
will
be
hard
even
to
define
- 4 -
e-commerce, let alone measure it. Is it
an e-commerce sale if the customer goes to a
store,
finds that the product is out of
stock, and uses an in-store terminal to have
another location
ship it to her home?
What if the customer is shopping in one store,
uses his smartphone to
find
a
lower
price
at
another,
and
then
orders
it
electronically
for
in-store
pickup?
How
about gifts that are
ordered from a website but exchanged at a local
store? Experts estimate
that
digital
information
already
influences
about
50%
of
store
sales,
and
that
number
is
growing rapidly.
今天我们看到的只是一个
开始。
不久
,
它将很难甚至去定义电子
商务
,
更不用说评估它。
它是一个电子
商务销售如果客户去一家店
,
发现产品缺货
,
并且使用一个终端
,
店内另一<
/p>
个位置寄给她在家吗
?
如果客户在一家商
店购物
,
用他的手机在另一家店找到一个更低
< br>的价格
,
然后提交电子订单
?<
/p>
礼物要是从网上订购
,
但在当地商店交换
呢
?
专家估计数字
信息已影响大约
50%
的商店销售
,
而且这个数字正在迅速增长。
As
it
evolves,
digital
retailing
is
quickly
morphing
into
something
so
different
that
it
requires a new name: omnichannel
retailing. The name reflects the fact that
retailers will be
able
to
interact
with
customers
through
countless
channels--
websites,
physical
stores,
kiosks,
direct
mail
and
catalogs,
call
centers,
social
media,
mobile
devices,
gaming
consoles, televisions, networked
appliances, home services, and more. Unless
conventional
merchants
adopt
an
entirely new perspective
--one that allows them to
integrate
disparate
channels into a
single seamless omnichannel experience--they are
likely to be swept away.
随着它的发展
< br>,
数字化零售业这样迅速蜕变得不同
,
< br>它需要一个新的名字
:
全方位的渠
道销售。这个名字反映了一个事实
,
零售商将与客户互动透过
无数的通道
——
网站
,
体
育商店、亭、直邮、目录、呼叫中心、社会媒体
,<
/p>
移动设备
,
游戏控制器、电视、网络
家电、
家庭服务
,
和更多。
除非通过一个完全新的角度来看待传统商人
——
一种允许他
们集成不同的渠道
,
成为一个单一的无缝全方位的体验
——
他们很可能会
被一扫而空。
An
industry
Stuck
in
Analog.
Why
will
digital
retailing
continue
to
grow
so
fast? Why
won't it peak sometime soon, or even
implode the way it did the last time around?
Anyone
who has shopped extensively
online knows at least part of the answer. The
selection is vast
yet remarkably easy
to search. The prices are good and easily
compared. It's convenient:
You can do
it at home or at work, without using gasoline or
fighting to park. Half of online
purchases are delivered free to U.S.
consumers--up 10 percentage points over the past
two
years. Many returns are free as
well. Product reviews and recommendations are
extensive.
Little
wonder
that
the
average
American
Customer
Satisfaction
Index
score
for
online
retailers
such
as
Amazon
(87
points)
is
11
points
higher
than
the
average
for
physical
discount and department stores.
一个行业卡在数字化模拟。
为什么会数字化零售持续增长得这么快
?
为什么不会很快
- 5
-
达到最高值
,
或甚至在上一次时剧
减
?
任何人士如有广泛在线购物的一部分至少知道答
案。这种选择是要搜索庞大但却非常简单。产品价格很好
,
且容易比较。它的方便是
:
你可以做的事
,
您可以在家里或在工作地点做它
,
而无需使用汽油或争抢停车位。一半
的在线购物的美国消费者可享受到免费送货
——
在过去的两年上升了
10%
。许多退货
也是免费的。
产品的评论和推荐是
广泛的。
难怪美国顾客满意度指数平均得分线上零
售商（如亚马
逊的
87
点
)
比实体折扣和百货商店高出
11
点。
The
advantages
of
digital
retailing
are
increasing
as
innovations
flood
the
market.
For
instance,
Amazon
has
already
earned
valuable
patents
on
keystone
innovations
such
as
1-Click
checkout and an online system that allows
consumers to exchange unwanted gifts
even
before
receiving
them.
Digital
retailers
drive
innovation
by
spending
heavily
on
recruiting,
wages,
and
bonuses
to
attract
and
retain
top
technical
talent.
They
were
also
among the first to utilize cloud
computing (which dramatically lowers entry and
operating
costs) and to enhance
marketing efficiency through social networks and
online advertising.
随着创新大量涌入的市场数字化零售的优势
越来越大。
例如
,
亚马逊已经赢得了宝
贵的
重点创新的专利如
1-Click
结帐和网上系统
,
它允许消费者交换他们不想要了的礼物。
数字化零售商通过耗费巨资用于招聘、
工资和奖金
< br>,
以吸引和留住优秀专业技术人才岗
位来推动创新。
他们还在第一时间使用云计算
(
可以大幅降
低运营成本
),
并且通过社交
网络和在
线广告来提高市场营销的效率。
Customers are
out in front of this omnichannel revolution. By
2014 almost every mobile
phone in the
United States will be a smartphone connected to
the internet, and an estimated
40% of
Americans will use tablets such as the iPad. If
you doubt whether consumers are
ready
for
technology-driven
retail
solutions,
find
a
video
display
in
any
public
location and look for fingerprints on
the screen--evidence that people expected it to be
an
interactive touchscreen experience.
这是消费者的全方位的革命。
到
201
4
年，
几乎每个在美国的手机会变成智能手机可以
连接到互联网
,
估计
40%
的美国人将使用诸如
ipad
平板电脑
。如果你不确定是否已经
准备好进行消费者技术推动的零售解决方案
,
去找一部
“无声”
的视频播放器
在任何公
共场所展示和在屏幕上寻找指纹
——
< br>这会证人们所期望的是一种交互式触屏的体验。
Meanwhile, traditional retailers are
lagging badly. Online sales account for less than
2% of
revenue at Walmart and Target.
Nor are traditional retailers pioneering digital
innovations
in other channels, such as
mobile shopping and call centers, or seamlessly
integrating these
technologies in their
most important channel--physical stores.
与此同时
,
传统零售商也严重跟不上节奏。沃尔玛和塔吉特
的网上销售占不到收入的
2%
。传统零售商也没有在其它渠道开
拓数字化创新
,
如移动购物和呼叫中心
,
或没有无
缝的整合这些技术在他们最重要的渠道
——
实体商店。
- 6 -
It's not surprising
that these retailers are bringing up the rear. As
a consultant, I often walk
through
stores
with
senior
retail
leaders
whose
knowledge
of
physical
retailing
is
impressive: They know
precisely where a fixture should be, exactly how
lighting is likely
to
affect
sales,
and
which
colors
work
best
in
which
departments.
As
a
group,
however,
they are shockingly subpar in computer
literacy. Some retail executives still rely on
their
assistants
to
print
out
e-mails.
Some
admit
that they
have
never
bought
anything
online.
Technophobic culture permeates many
great retail organizations. Their IT systems are
often
old and clunky, and knowledgeable
young computer geeks shun them as places to work.
But it isn't just computer illiteracy
that holds traditional retailers back. Four other
factors
are at work as well.
这些零售商走在最后面也就不足为奇了。
作为一个顾问
,
我经常和高级零售领导人走在
一起，他们实体零售的知识令人印象深
刻
:
他们精准的记得一个灯具在哪里
,
到底照明
是怎样可能影响到销售
,
哪种颜色最适合哪一个部门。然而作为一个集团
,
< br>他们却令人
震惊的失常在计算机素养上。
某些零售的高层
管理者仍然依靠他们的助手打印出的电
子邮件。
其中一些也承认
了他们没有任何在线购物的经历。
技术恐惧文化渗透到许多
大型
零售组织。
他们的信息技术系统通常是老旧又笨重的
,
知识渊博的年轻的计算机高
手排斥他们工作场所。但这不仅仅是计算机盲
阻碍传统零售商的前进。
四个其他因素
也有影响。
Retailers were burned by
e-commerce hype during the dot-com
bubble.
Many created
separate
online organizations to maximize valuations. The
separate organizations targeted
different
customer
segments,
inhibited
collaboration,
and
created
serious
frictions
and
jealousies.
When
the
predictions
of
dot-com
domination
proved
wildly
optimistic,
overpriced acquisitions began failing,
and store organizations smugly celebrated. A
decade
later, real collaboration
between retailers' store and digital operations
remains rare.
零售商在网络泡沫时期被电子商务的炒作弄得焦头烂额<
/p>
。
许多创立了的独立的网上机
构为了让他
们的估值实现最大化。
他们对准了不同的客户的群体，
抑制互相
的协作从
而引起了严重的摩擦和嫉妒。
当网络泡沫控制的预测证
实是疯狂的乐观，
收购定价太
高的开始出现问题后
,
实体商店机构沾沾自喜的庆祝。十年后
,
真正在数字化和零售商
店写作运行的实为罕见。
Digital
retailing
threatens
existing
store
economics,
measurement
systems,
and
incentives.
Traditional
retailers live and die with changes in same-store
sales, in-store sales
per
labor
hour,
and
compensation
systems
based
on
such
metrics.
That
was
fine
when
online
sales were 2% to 3% of revenues, but the whole
system falls apart when that number
reaches 15% to 20%.
数字化零售业威胁
到现有存储库经济学、
测量系统和奖励制度
。
< br>传统零售商的生与死
- 7 -
都是同店销售的变化
,
店内销售每工时和薪酬体系基于这样
的流程。那很好
,
当网上销
售额占总收
入的
2%
到
3%,
但整个系统瓦解时，这个数字会达到
15%
至
20%
。
Retailers tend to focus on the wrong
financial metric: profit margins.
If a
change dilutes
margins, it's bad. But
Bain's research shows that retailers' stock prices
are driven by return
on
invested
capital
and
growth
rather
than
by
margins.
Amazon's
five-year
operating
margin is only
4%--far below the 6% average for discount and
department stores. But with
faster
inventory turns and no physical store assets,
Amazon's return on invested capital is
more than double the average for
conventional retailers. As a result, Amazon's
market value,
$$100 billion, is roughly
equivalent to that of Target, Best Buy, Staples,
Nordstrom, Sears,
J.C. Penney, Macy's,
and Kohl's combined.
零售商倾向于将重点放错在财务指标
:
利润
。如果一个改变会削弱利润
,
这是不好的。
但贝恩的研究显示
,
零售商的股票价格是由投资的资本和利润的增长
,
而不是利润。亚
马逊五年的营业利润率仅为
4%,
远低于
6%
的折扣和百货商
店的平均水平。
但是
,
拥有更
快的库存周转率和没有实体店的资产
,
亚马逊投
资回报率是传统零售商平均水平的
2
倍
多。
因此
,
亚马逊的市场价值为
1000
亿美元
,
大
致相当于塔吉特
,
百思买
,
斯台普斯、
核心、
西尔斯、
J.C. Penney,
梅西百货公司
,
< br>科尔的总和。
Conventional
retailers
haven't
had
great
experiences
with
breakthrough
innovation.
They are most
comfortable with incremental improvements and with
following
the
well-known
dictum
is
detail.
Too
many
store
reinvention
programs
have
launched
with
great
fanfare,
only
to
die
unceremonious
deaths.
Propose
a
more
novel
approach and retailers
will ask why, if it's such a good idea, nobody
else is doing it.
传统的零售商还没有大的突破性创新经验
。
他们安逸与逐渐的改进和遵循那句著名格
言
“
零售讲的是细节”
。
有不少的存储改造方案推出了
,
并对它们大做文章，<
/p>
结果还不是
失败了。提出了一种新奇的方法，然后零售商会问为什
么
,
如果这是一个很好的想法
,
别人也会这么做。
Retailers
tend to believe that their customers will always
be there. But as customers grow
more
comfortable
with
omnichannel
shopping,
they
grow
less
tolerant
of
what
they
encounter in stores.
Sales associates are hard to find. When you find
one, he or she doesn't
know
much
about
the
merchandise.
Stockouts
are
frequent,
checkout
lines
long,
returns
cumbersome.
零售商倾向于相信他们的客户将会一
直存在。
但是
,
随着用户的增加还有更
令人感到更
舒适的全方位的购物
,
他们
对实体商店变得更少的容忍。
销售人员也将难寻踪迹。
当你
找到一个
,
他或她并不太了解该商品。
货物短缺频繁发生
,
收银台结帐速度慢
,
退货麻烦。
An
omnichannel
world,
in
short,
represents
a
major
crisis
for
traditional
retailers.
Customers are passing them by. Online
players are gaining. To keep up, existing
retailers
- 8 -
will need to create an omnichannel
strategy--and pick up the pace of change.
< br>一个全方位的世界
,
简单地说
,
它象征着对传统零售商的一个重大威胁
,
消费者和他们
交臂而过。
在线玩家在不断地增加。
要跟上这种
步伐
,
现有的零售商将需要创建一个
全
方位的战略
——
加快变化的步伐。
Redesign
Shopping
from
Scratch
.The
first
part
of
any
such
strategy
is
facing
reality.
Retailing
executives must acknowledge that the new
technologies will get faster, cheaper,
and more versatile. They need to
forecast the likely digital density in their
categories and
prepare for the effects.
What should I do differently today if I believe
that 20% of our sales
will soon come
from digital retailing--and that 80% of our sales
will be heavily influenced
by it?
Should we be opening any new stores at all? And if
so, how different should they be?
How
should
we
adjust
to
a
world
of
greater
price
transparency?
What
happens
when
traffic-building categories shift
online and no longer pull customers into our
stores?
从零开始重新设计购物。
任何这种战略的首要
部分是面对现实。
零售业高层管理人员
必须承认
,
新的技术将变到更快、
更便宜、
功能更多。
他们需要在它们的分类中预测可
能的数字化密度
并准备好其带来的影响。
现今我应该做什么不一样的呢？如果我相信
我们
20%
的销售将很快来自数字化的零售
,
而我们那
80%
的销售将会
受到严重的影响
吗
?
我们是否一家商店也不新开呢
?
如果
真是这样
,
那它们又应有何不同呢
?
我们应
如何去适应到一个有极大价格透明度的世界呢
?
当运输建设移向在线建设和不再拉
客户到我们
的商店中去的话，这会变得怎么样呢？
Situations
like
these
call
for
start-from-scratch,
across-the-board
innovation.
In
the
book
Idealized Design: How to Dissolve
Tomorrow's Crisis…Today, coauthor Russell L.
Ackoff
recounts a similar turning point
at Bell Labs in 1951. The vice president in charge
of the
labs asked a group to name the
organization's most important contributions to
telephonic
communications. The VP
pointed out that each one, including the telephone
dial and the
coaxial cable, had been
conceived and implemented before 1900. He
challenged the group
to assume that the
phone system was dead and had to be rebuilt from
scratch. What would
it
look
like?
How
would
it
work?
Soon
Bell's
scientists
and
engineers
were
busy
investigating
completely
new
technologies--and
came
up
with
concepts
for
push-button
phones,
call
waiting,
call
forwarding,
voicemail,
conference
calls,
and
mobile
phones.
Retailers need the
same start-over mentality.
这些情况就要求从零开始<
/p>
,
全面的创新。理想化设计一书中说到
:
如何化解未来的危
机
......
今天
,
合著者罗素
.L.
艾考夫叙述了一个在
1951
年
贝尔实验室类似的转折点。主管
这个实验室的副总经理要求一个小组去命名这个组织的关
于电话通信最重要贡献负。
总经理还指出每个人，包括电话拨号和同轴电缆要在
1900
年前把构思落实。
他给这个
小组一个挑战并假定他们的电话系统奔溃了而又不得不从零开始重建。
这会
是怎么样
- 9 -
呢
?
它能成功吗
?
不久，
贝尔实验室的科学家和工程师就投入到探究完全的新技术中
去
< br>——
提出了按钮式电话、呼叫等待、呼叫转移、语音邮件、电话会议和移动电话的
概念。零售商需要同样的思路重新构想。
The
design
specifications
of
omnichannel
retailing
are
growing
clearer
by
the
day.
Customers want
everything. They want the advantages of digital,
such as broad selection,
rich
product
information,
and
customer
reviews
and
tips.
They
want
the
advantages
of
physical stores, such as personal
service, the ability to touch products, and
shopping as an
event and an experience.
(Online merchants take note.) Different customer
segments will
value
parts
of
the
shopping
experience
differently,
but
all
are
likely
to
want
perfect
integration of the
digital and the physical.
全方位渠道销售的设计规格随
着时间的推进变得更为清晰。
消费者想得到一切。
他们
想要数字化带来的优势，
如多种选择、
充足的商
品信息还有其他消费者的评论和提示。
他们想要实体店带来的优势，
如个人服务，
能触碰到商品还有把购物过程作为一件大
事和
一种体验。
（网络商家也要注意到这些）不同的消费者群体会重视不同的购物体
验，但是所有的消费者都倾向于得到最好的数字化的和物理的整合。
The challenge for a retailer is
to
create innovations
that bring the vision to
life, wowing
those
customers
and
generating
profitable
growth.
Let's
see
what
this
might
mean
in
practice.
零售商的挑战是去创新
,
将理想变为现
实来吸引这些客户并产生利润的增长。
让我们来
看看在实践中意
味着什么。
Pathways
and
pain
points.
Retailers
traditionally
defined
their
job
with
three
simple
imperatives: Stock products you think
your target customers will want. Cultivate
awareness
of
what's
in
the
store.
When
prospective
customers
enter
the
store,
make
it
enticing
and
easy
for
them
to
buy.
The
job
in
an
omnichannel
world
is
more
complex.
Products
themselves can more
easily be customized to the preferences of
individuals or small groups.
Shoppers'
awareness depends not solely on company-generated
marketing efforts but also
on online
expert reviews or recommendations from friends on
Facebook and Twitter. The
shopping
experience includes not just visiting the store
but searching for various vendors,
comparing prices, quick and hassle-free
returns, and so on.
途径和痛点
。零售
商习惯性的以
3
个简单的祈使句来定义他们的工作：入手你所认
为
的目标客户所需的商品；培养出知晓店内商品的意识；当潜在客户进入到商店，让他<
/p>
们心悦诚服的购买商品。
在全方位世界里的工作则要变得更为复杂
。
商品本身很容易
被个人或小集体的偏好所定制。
购物者的意识不进取决于单独由公司生成的市场营销
效应，还要取决于在线达
人的评论或来自在
Facebook
和
Twitter
的朋友的推荐。购物
的体验不仅包括客户光顾商
店也包括了他们能搜寻到各种卖家、
对比价格快捷无烦恼
- 10 -