Accurate positioning and co-construction of competitive advantages are the basis for win-win cooperation between shopping malls and brand owners
——Interview with Tan Xiaoguang, Vice President of New Beacon Group
Editor's note: The current overall pattern of China's big business has three manifestations: first, the momentum of incremental import continues to be strong; second, the demand for inventory improvement is increasingly strong; third, the market strategy to stimulate sales and customer traffic has entered a state of precision. These three current situations have begun to deeply affect the redevelopment ability of various commercial facilities and commercial brands.
The investment cost of shopping malls and retail brand store opening costs are "double high", which have become a strong constraint on the development and growth of most companies; it has become a consensus of both parties to realize the efficiency of investment promotion and store opening business and reduce the business cost of developers and retailers.
However, regarding the cooperation between shopping mall investment and brand store opening, the performance and efficiency of both parties have not been on the optimal track. In the short term, this phenomenon does not seem to be able to change. In the critical period of the game between the two sides, how to establish effective interaction and cooperation with a new professional perspective is indeed necessary and meaningful.
In response to the communication theme of "Capturing New Directions & Establishing New Cooperation", China Shopping Mall Magazine invited Mr. Tan Xiaoguang, Vice President of New Beacon Group, to interview and share his views.
As long as the market is truly segmented, demand is created, and value is enhanced, business increment, stock and market demand will gradually reach a dynamic balance.
As far as a stage is concerned, there will definitely be a certain competitive relationship between the new growth of shopping malls and the original stock, and at the same time, there will be a mutual promotion trend. The process, Tan Xiaoguang thinks so.
The so-called old and new shopping malls are only different in time, scale, space and format iteration. Both the new and the old also have their own advantages and disadvantages. The new shopping center has the advantage of keeping pace with the times and even forward-looking in terms of design highlights, architectural functions, innovation of moving lines and brand formats, and matching with the market, which can avoid the occurrence of The inadequacies and even mistakes of the original old business body. The original shopping center has the advantages of certain market opportunities, stable customer base, market popularity and market share, which is what the new shopping center lacks. There are disadvantages in the innovation of line, scale, architecture, sense of space and business format brand. Repositioning, improving and optimizing the original shopping center can achieve the purpose of "exchanging the old for the new". These can be effectively compensated by implementing strategies tailored to local conditions according to the location of the shopping center and the situation of the client.
In general, for the newly added shopping centers, the final consideration and positioning of the development should be made based on the location of the project, the demographic structure and demand characteristics of the business district, and the competition situation. In addition, due to the limited brand, the convergence of combination methods, and mutual imitation of venue experience, it is unlikely to produce obvious personality characteristics. Only innovative formats and services cannot be replicated in the short term, so there is a gap between new and existing ones. It is very important to find the differentiation of innovative formats and services in the competition.
In the long run, the overall market supply scale and future market demand will reach a basic balance. In the past, there were many opportunities for investment in the commercial market environment, and commercial project investors would not make systematic market judgments. Today, the market environment, consumption patterns and consumption psychology have undergone great changes, and the business ecology is extremely complex and dynamic. The commercial investors will make systematic derivation evaluation and forward-looking research and judgment on the market demand capacity and investment demand.
Of course, it is not ruled out that some shopping malls will be closed due to wrong positioning and poor management. This is because developers and operators do not well fit the target market in terms of market positioning, product services, operation models, and client promotion. Customer needs and market changes. From the perspective of client marketing, in terms of customer demand segmentation, customer interaction, maintenance and promotion, etc., the relationship between business increment and stock is not a complete hedge, but a relationship that can achieve a dynamic balance after the early competition. Incremental specific customer groups are not the same. In my opinion, on the one hand, market demand must be well satisfied, and on the other hand, new market demand can be cultivated through leadership. The total scale of products, services and customer value in the market will expand, and the corresponding market demand can be found. The supply side drives the growth of the demand side. The so-called supply-side reform ensures that the increase in demand of the client can be synchronized with it, and finally the increment and stock of the shopping center reach a dynamic balance between supply and demand.
Only when shopping malls and brand owners reach a common vision of cooperation can a successful business of mutual benefit and win-win be formed.
Shopping malls and brand owners are a pair of communities with mutual needs. Only when both parties reach a common vision of cooperation and sincere cooperation can a successful business of mutual benefit and win-win be formed.
Let the brand owners understand the development vision, business objectives and investment strategy of the shopping center, and let the shopping center know the brand owner's development requirements, latest products and store opening models. The cooperation model of performance support and efficiency support. Of course, in the real environment and in the process of cooperation, there will be many difficulties and contradictions between the two.
In this regard, Tan Xiaoguang said that shopping mall developers and brand chambers of commerce will compete with each other, and the cooperation between the two does sometimes present a dilemma. On the one hand, developers are faced with problems such as difficulty in attracting investment, limited resources and unsatisfactory rents, and are also challenged by e-commerce and homogeneous competition, all of which have brought huge troubles to developers; They are willing to go to uncompetitive shopping centers, but they have to pay high rents to enter excellent shopping centers, so they are becoming more and more cautious in opening stores. The cost is getting bigger and bigger. As a result, shopping mall developers and brand owners have fallen into a vicious circle of "double high" investment and store opening costs.
How to solve this problem, Tan Xiaoguang believes that we can start from four points. First, starting from the positioning of the customer base, developers should clarify the location advantages and disadvantages of their shopping centers, business positioning and the corresponding internal and external scene advantages of the building space. Is it a geographical format or a non-geographical format? Is it a segmented market, or is it a full customer base and a full business format? It can be said that location advantages, precise positioning and advantageous architectural environment are the primary basis for the establishment of cooperation between shopping centers and retailers. In terms of future trends, large city-level shopping malls will gradually decrease, because full-scale shopping malls have high requirements for the main driving format brands, and there are also certain investment risks and market risks in terms of business scale, so positioning Accuracy is important. Second, the product mix must meet the requirements of segmented and differentiated formats. Third, a professional operation management company must carry out precise market promotion, effective marketing and valuable service operations, which can successfully import target customers, support active and efficient consumption in commercial places, and achieve ideal business performance. Fourth, shopping malls and brand owners should work together to operate a sufficient scale of target customer traffic, and adopt a win-win model of bottom rent + revenue deductions in cooperation to jointly manage the overall business of shopping malls.
Opportunities and challenges coexist, the key is to accurately locate and create the business travel and cultural characteristics and competitiveness of commercial products and services
Looking at the fast-changing Chinese business, fashionable life, social experience, business innovation and high cost performance have become the core key to the future development of Chinese business. How to get out of its own unique development model in the new business market environment.
Tan Xiaoguang said that at present, China's commercial real estate and operation are both opportunities and challenges. With the impact of Internet e-commerce and the maturity of people's consumption psychology, the commercial market has undergone and continues to undergo fundamental changes. Simply meet people's shopping needs and functional needs, but provide fashionable, interesting, cost-effective lifestyles, life content, experience entertainment, social and living space solutions for the precise target groups in the market segment. Service process .
Talking about the business development plan of New Beacon Group, Tan Xiaoguang revealed that New Beacon Group takes "modern life service provider" as its own responsibility, and is committed to creating business, travel and cultural products and services that are different from traditional business, providing services to our customers, members and citizens. Provide a variety of interesting, fashionable life experience social space.
Regarding the planning and development of New Beacon Group, Tan Xiaoguang revealed that in December 2017, New Beacon will open two projects, DSM International Shopping Center and Han City International Community. DSM is a city positioned as a shopping center MALL. The center is mainly aimed at the young and wise fashion crowd; the Han City Community Commercial Center is an open block, which is attractive enough for whole-family consumption. New Beacon currently has a commercial area of more than 1 million square meters, and it will continue to expand in the future. Therefore, it is necessary to continuously enrich the commercial format and brand content such as Shijianlu Bookstore, Star Crown Sports, etc. to improve the control of resources. It makes the investment promotion work more powerful, and the brand itself can also be well developed, and finally both parties get a win-win situation. At the same time, New Beacon Group also acquired Jiuzhou Vision Company, mainly to reorganize the resources of the two business teams, hoping to build a full-chain business model from positioning, planning, planning, research, investment promotion, operation to asset management. Promote the common professional growth of the New Beacon Group and the industry.