During this period, foreign retail sales as a whole were relatively dull, basically in a wait-and-see state. When the B2C mode of e-commerce is improving retail efficiency, offline traffic is intercepted on a large scale, resulting in a sharp drop in passenger flow in traditional hypermarkets. During this period, Carrefour did almost nothing. Although I did some specious e-commerce and upgraded the store later, I didn't have a deep self-revolution, just optimized the experience. However, this is an era of subversion, and the transformation of stores cannot be brought back to life.
During this period, Wal-Mart was also in trouble. However, Wal-Mart has ties with JD.COM. COM's home system started earlier among foreign brands, and realized mutual equity participation with JD.COM. At least I joined the ecology of a certain department, and it didn't take long. Although this is very important, what is more important is that Wal-Mart has started all-round digital transformation. Although the early stage is slow, the effect appears in the middle and late stage.
Second, Wal-Mart's culture is more tolerant than Carrefour's, and Carrefour's supplier relationship is one of the obstacles to reform. Foreign retail brands have just entered China and established a set of operating mechanism, which is the platform retail model. Its core is to provide a sales platform, where brands and manufacturers pay entrance fees, bar code fees and other channel fees, and supply at the same time, and retailers increase their prices. During this period, multiple profits can be realized without spending, which also forms a gray income chain.
In this ecology, Carrefour is the head of the department and pays great attention to non-operating income, so there has always been a hidden problem in the relationship between zero supply and demand. Although this is the same problem in a retail era, Carrefour is more prominent, and these are all obstacles to transformation. First, in the past, platform retailing was too easy to make money. Second, under the impact of online platforms, physical stores are under greater pressure, but the cost to partners has not been reduced, and the supply chain is unwilling to increase investment, which has also become one of the obstacles to reform.
Wal-Mart has the same problem, but it doesn't look as serious as Carrefour. Although Wal-Mart's corporate culture and business philosophy are also suspected of slogans, and there are many out-of-shape rules in the domestic market, the loss prevention and risk control system is relatively better. Its culture is more tolerant than Carrefour.
In fact, the supplier relationship caused by culture is not as simple as it seems, because it is a systematic problem. From cooperation, cost, promotion to the final specific operation, such as exhibition space layout, every link will cause different degrees of damage and loss. In essence, various interest disputes will also hinder the improvement of its operational ability, and the platform-based retail model is also affecting its ability to change itself.