An enterprise without foresight and big pattern will often get lost in great changes and encounter great failures. -Zhang? Great enterprises are made. ? Three days ago, at the 2065438+200965438+February 17 Suning 2020 annual work deployment meeting, Zhang threw out a plan to increase infrastructure investment of not less than 40 billion yuan, add 8,000 employees and add Internet stores 1000 in the fields of science and technology and logistics. Suning, which has entered the thirties, should evolve from the expansion of scale and quantity to the improvement of quality and efficiency. ? 20 17 smart retail development, 20 18 ecological circle strategic upgrade, 20 19 full scene resource acquisition, and 2020 infrastructure overweight ... Looking at the changes in Suning in the past three or four years, the strategic self-confidence after the successful transformation has become more and more prominent. Changes in rivals, markets and times have not disturbed Zhang's concentration and rhythm, and he seems to have gained a sense of calmness. ? Looking back, 20 17 is more like a watershed for Suning to enter the smart retail strategy promotion period from the Internet transition period. ? That year, Zhang thanked tens of thousands of employees and Suning's strategic partners with a rare song "Love Song 1990", and announced the successful transformation of Suning. ? In that year, Suning's net profit increased nearly five times compared with 20 16, and it is likely to return to the peak. The transformation pain of "recreating a Suning" on the line was swept away, which also laid the groundwork for the following chapters.

Zazie Hoko

0 1 opposite? Since the establishment of 1990 Suning, Zhang's opponents have changed one crop after another.

Huang Guangyu, a Chaoshan who is six years older than Zhang Xiao, officially listed Gome on zhushikou Street in Beijing on 1987, and later became the largest home appliance chain store in China. ? Born in 1948, he founded the public sound city in Zhang three years later. During the hegemony between the United States and the Soviet Union, Dazhong Electric once suppressed the momentum of Gome and Suning in the Forbidden City, but it was bought out by Huang Guangyu in 2007. ? In addition to Zhang Dazhong, Chen Xiao, who founded Yongle Electric in Shanghai from 65438 to 0996, is also an all-powerful figure in the industry. Yongle used to be the third line after the United States and the Soviet Union, and was later "incorporated" by Huang Guangyu. ? Since then, the retail market has only been "the United States and the Soviet Union for hegemony". ? 1998 and 1999 are also interesting years. ? The year before last, also in Nanjing, Wang Jianguo, a cadre, "went to the sea" and founded Jiangsu Wuxing Electric Appliances, which also started with wholesale air conditioners; In Zhongguancun, Liu, who graduated from the Department of Sociology of the National People's Congress, became the company's signboard. ? Perhaps it was fate. In 2009, Wuxing Electric was transferred by Wang Jianguo to Best Buy, the world's largest retail group of household appliances and electronic products. However, after 10 (April, 2065, 438+09), Wuxing Electric was controlled by JD.COM of the same age. ?

The following year, Du Xia, who made a fortune in Tianjin, officially registered a world chain business group co., Ltd.; Also in that year, Ma Yun and 18 Lohan from Xizi Lake launched Alibaba's website to explore little-known e-commerce. ? Easyhome, which also takes the traditional offline retail route, was once in the limelight under the leadership of Du Xia, who claimed to build "the most powerful retail enterprise in China". Unfortunately, his voice did not fall. In 2007, he changed his name to "CR Vanguard" because of the collapse of the capital chain. ? In 2009, Suning became the number one private enterprise in China with a sales income of 58.3 billion yuan, and Suning also surpassed Gome in the US-Soviet War.

In the same year, Zhang Qi launched a plan to recreate Suning Online, which was later. ? At the beginning of the second decade of the new century, the retail e-commerce in China has grown into an industry behemoth at an unparalleled speed. At this time, Suning has fallen into the growth lag of online reengineering projects. ? Old rivals have rushed to the streets, and new rivals have skyrocketed, making Suning, which has fallen into a remodeling period, look precarious and its performance is even more worrying. 20 13 Zhang made no secret of the pressure in his speech at Stanford university. ? "The development of global retail is divided into three stages: the physical retail stage represented by chain operation, the virtual retail stage represented by e-commerce, and the accelerated O2O retail stage of virtual and real integration." ? "The future retail enterprises are not only offline, but also online, but they must be online to offline." ? Zhang's judgment is crucial to his speech at Stanford. Because this is the distance that Suning will run to. No matter who your opponent is, no matter how powerful your opponent is, you should try to be the one who can stand still. ? , Wang, and a large number of "junior", surging, competing, but Zhang Yongyuan is the one who looks at the distance and lives at his feet. ? If one of the most successful reasons for Suning's thirties is the strategic vision of Captain Zhang and the will to change of Suning team. ? ?

02 advanced tactics? In 20 13, when Suning was born again, the State Administration for Industry and Commerce issued the Analysis Report on the Survival Time of Domestic Enterprises in China. ? This report, covering the period from the beginning of 2008 to the end of 20 12, shows that more than 3.94 million enterprises have withdrawn from the market in the past five years, of which nearly 50% have a life span of less than five years, with an average of 6.09 years. ? Calculated by 10 year 100 enterprises, it means that 90% of enterprises will be eliminated.

In the 40 years of reform and opening up, there are very few private enterprises that can really keep pace with the times. Most of them can't keep up with the changes in the industry and market, and many star companies are embarrassed. ? In fact, as early as around 2000, Zhang began to observe the development of e-commerce and thought that there was much to be done in the future. But nearly a decade later, after e-commerce companies became frivolous, Zhang made a big move. ? Suning started from the offline, and after 20 years of countless street battles and hand-to-hand combat, it rose to be the martial arts leader of the chain home appliance industry, but the e-commerce with the barbaric growth of the Internet totem is another species. ? Zhang knows very well that the most important thing is to break the past mindset in order to truly turn the observed trend into a benign change. E-commerce spawned by the Internet and traditional retail enterprises are completely different ways of thinking. To transform, we must first change our lives. ? "If someone else catches a cold, you will have a fever, and if someone else has a fever, you will die." With a clear understanding of the current situation and a strong sense of crisis, Zhang decided to pay a huge reform cost and start Suning's second venture. ? According to the strategic setting, Suning's second venture is divided into two steps: "+Internet" and "internet plus", that is, grafting, overlapping, transforming and optimizing offline business processes and retail resources with Internet technology to form online to offline. ? For Suning, which has a large volume and a wide range, this kind of change has a clear top-level will, a clear path of change and sufficient support. Another key issue is implementation. ? The strategy is promoted vertically, the task objectives are decomposed rapidly, and the task is executed unconditionally. At the same time, we need to innovate constantly between market variables and strategic framework. This is the reason why Suning.cn has been biting Tmall and JD.COM, becoming the first camp of e-commerce.

The reason why Suning was able to make a series of innovative actions with great difficulty coefficient in the transformation was because Zhang grasped people and made drastic internal restructuring and adjustment at the organizational management level. ?

The left-handed institutional arrangement promotes the innovation organization, and Suning changes from task-driven to career-driven, turning professional managers into business partners; The right hand supports a group of young talents, builds a diversified entrepreneurial team, and forms a "land, sea and air" joint fleet. ? At this stage, Suning more actively embraced the new technologies of Internet and Internet of Things, and innovated and grafted retail resources. This category also covers a wider range of fields, from 3C home appliances to maternal and child, supermarkets, department stores and homes.

? Different from the interconnection of many traditional retail enterprises, while fully absorbing the Internet thinking, Suning continued to increase its inherent advantages offline and completed the re-engineering of online Suning. ? At the same time, based on the powerful IT system established for a long time, new technologies such as big data, cloud computing and artificial intelligence are introduced to connect the online and offline ends. At this time, Suning can no longer be simply called a retail enterprise, it is still a technology company. ? ?

03 full scene? At this stage of Suning's gradual completion of online reengineering, the development of e-commerce platform has also entered an important evolution in two dimensions: one is O2O from online cloud to offline entity; One is the advanced development from platformization to ecological circle construction. ? Around 20 15 years ago, a "going offline" movement was launched in JD.COM and Ali's "Million Couples Store" plan, and the sinking market, convenience stores and couples stores became the coveted resources of the giants overnight. ? Even a logistics giant like SF has crossed the border and opened a "store". The bottleneck of traffic growth and rising costs have forced e-commerce giants to consider the realistic proposition of O2O. ? However, the leap from online to offline is not easy. ? The plan of JD.COM Million Couples Store, which appeared in high light, soon faded, and the negative trend of vendors resigning and closing the store was surrounded; Tmall store did not set off much wind and waves; SF's "sex shop" also fell silent. ? It is probably more difficult for e-commerce to build offline retail stores than Suning's cloud reengineering. But it can't go from the cloud to the ground, so despite the setbacks, JD.COM insisted on being a direct-operated convenience store and bought five-star electric appliances to fill its offline port. ? Now it seems that Suning's online and offline ends are the most balanced, and the integration of O2O circuits is also the smoothest. Suning's strong offline capabilities accumulated in the past 20 years have once again become a huge advantage when e-commerce companies are seeking offline expansion. ? Since 20 18, Suning has comprehensively deepened the strategy of all scenes and all categories. Especially since 20 19, it has successively acquired Wanda Department Store and Carrefour China to further supplement department stores and quickly eliminate shortcomings. At the same time, the scenes of Suning Retail Cloud, Suning Store and Polar Objects have attracted great attention in the industry.

Using the Internet and the Internet of Things to perceive consumer habits, predict market trends, guide manufacturing, and provide consumers with diversified and personalized products and services has also been verified by Suning in the new scene. ? From June 2065438 to October 2008 10, at the annual work deployment meeting of the group, Zhang promoted the strategic position of Suning's logistics and science and technology industries and created a new bureau for the coordinated development of multiple industries. This is also a strategic upgrade of Suning's smart retail ecology. ? In the construction of a more ambitious new retail ecosystem, Zhang and Ma Yun reached a tacit understanding of strategic cooperation between Suning and Ali. Whether it is supply chain management, logistics system improvement, online traffic interoperability and offline service complementarity, the two giants complement each other and improve the ecosystem. ? ?

Tomorrow? For large enterprises, innovation looks at potential in the short term and value and market scale in the long term. "Smart retail is an unprecedented road, we just want to set a benchmark." Zhang Zheng fulfilled this sentence. ? Looking back on the next few years, 20 19 will definitely be a special year for Suning. This year, the macro-economy is somewhat embarrassed in the downward adjustment, and the growth rate of total retail sales of social consumer goods has dropped, especially the growth rate of online retail sales. ? However, in such a year when the macro and meso environment were not optimistic, Zhang accelerated the pace of layout. ? First, on February 12, Suning.cn announced the formal acquisition of all 37 stores under Wanda Department Store to build a full-scene department store retail format from online to offline;

? Subsequently, on June 23rd in the middle of the year, Suning.cn announced that it would invest 4.8 billion yuan to acquire 80% equity of Carrefour China and become its controlling shareholder, so as to quickly acquire high-quality offline scene resources and further improve the company's full-scene business layout. ? On August 5th, Suning Store Company, an unlisted asset, issued an equity transfer agreement with Shi Feng Retail. The former holds 65,438+0,000% of all stores in Guangzhou, South China, which specialize in OK convenience store brands. ? 2065438+In April 2008, Suning Store Company acquired 379 stores 100% equity of Dia Tian Tian, an asset of Spanish Dia Group in China. ? Up to now, there are 54 Suning.cn Plaza operated by Suning Offline Company, and the total number of self-operated and franchised stores exceeds 1.3 million, among which Suning Store and Retail Cloud Store are the most important, located in urban communities and counties, towns and villages respectively.

Regardless of the self-operated store opening or M&A layout, around the whole scene of smart retail, Suning has already shifted from the simple series operation of chain operation to the empowerment of new Internet technologies. ? Through the "retail cloud", small and medium-sized retailers in the sinking market will implement the "franchise store direct operation" model and enjoy Suning's brand, goods, sales operation, logistics services, IT, finance and other capabilities, and Suning will realize the output of "smart retail capabilities".

Look at Zhang Suning's infrastructure investment of not less than 40 billion yuan in 2020, and the strategy of 1 0,000 Internet stores is overweight, further aiming at deepening the development of the whole scene and increasing the opening and output of resources and capabilities.

With retail as the core, develop multi-channel, multi-port, full scene and full category; Relying on Suning's supply chain system and the technological advantages accumulated in the process of Internet transformation, focusing on openness, we will realize the export of retail core capabilities and resources and empower the industry and society. ? The ideal form of Suning's "Amazon+Wal-Mart" is clear and definite. ?

05 postscript

"Transformation is a learning process of mastering new tools and acquiring new abilities. It is normal to have problems of one kind or another, and it takes time to change space, which requires us to have the spirit of persistence. " ? Many years ago, when I visited Zhang, he once said that "retail is a marathon with no end, and Suning's biggest enemy is itself". In fact, after a long period of offline accumulation, online transformation and reconstruction, noisy integration of O2O, and scene revolution brought by technology, Suning has always maintained its own sense of rhythm, which is quite commendable. ? China's economic development is extremely concentrated, which has gone through a century in western developed countries, and the test for private enterprises in China is even worse. Especially in recent years, the stage of macro-economy from increasing leverage to reducing leverage has made it more difficult for enterprises to survive and develop. Therefore, Zhang's corporate governance concept and Suning's strategic determination are more worthy of in-depth study in the industry.