News background: "Double 11" has not arrived, and the smoke has already spread in the home industry. This time, Tmall's "online purchase, offline experience" model moved the cake of the home industry, and was unwilling to bite a store for its wedding dress. The 19 large-scale home stores headed by Red Star Macalline and Real Home jointly signed the "Opinions on Standardizing E-Commerce Work", and O3O deployment of Tmall's household products was stranded. Phenomenon: boycott Jinghua Times: The home industry is one of the embarrassing cakes of e-commerce. Relatively speaking, the development of this industry is relatively primitive, and the average transaction value is extremely high. This year, Tmall tried to launch the O2O strategy, encouraging brands to hang the logo of the Tmall Mall online, store the logo, scan the QR code, collect the coupons, and install the POS machine to directly transfer the money to Alipay. China News Network: Brands are the core resources of traditional hypermarkets. They place posters at the store to encourage users to go shopping with Tmall. This is equivalent to giving a wedding dress to someone who would have hoped for revenue. It is inevitable that such a large-scale home store will be called a "bad rule" for e-commerce. First Financial Daily: The physical home store uses a unified cash register method to ensure the rich cash flow of the store. If the consumer uses the Tmall POS machine to pay in the store, the cash flow will enter the Alipay. On the other hand, the store can't really grasp the sales situation of each merchant and brand, which will affect their own right to speak. China Industry Research Network: Tmall encourages online merchants to put mobile POS machines in their home stores, which means that the store's checkout counter will be reduced. Tmall's move undoubtedly violates the bottom line of the physical store. If it does not counterattack, then the physical sales of the entire home industry will shrink rapidly until a large number of closed doors, re-copying the decline of physical bookstores. Beijing Business Daily: Most of the home stores are set up by agents at all levels. The direct benefit of the agent comes from local sales. If the brand joins the “double 11†promotion, the sales of the agent will be directly affected. Cause: Pattern dispute Wenhui Daily: "Red Star Macalline Mode" is the same as "Tmall Mode". Tmall is an online open platform. Red Star Macalline is an offline open platform. It relies on rent advertising to make money and let "red beauty" The merchants stationed in Tmall are the "red beauty" as a free distribution point and experience store, the contradiction is difficult to reconcile, the conflict is inevitable. Modern Express: At present, the profit model of each home store is basically a mode of entry fee plus sales commission. In Tmall's O2O solution, the experience link was carried out offline, and the payment link bypassed the store and moved the “cheese†of the home store. Tmall users go shopping at offline home stores and use the shopping experience resources of offline stores, but they do not create profits for offline stores. This is not fair to the store. China Economic Times: Due to the low price transparency of traditional home furnishing industry, management, labor, logistics and many other costs, resulting in high prices of household products, from home manufacturers to dealers to consumers, too many links make home stores The price is difficult to reduce, and e-commerce will transparently price, break the existing profit space, and touch the interests of offline home stores. With the advancement of e-commerce, it is bound to trigger a encounter between traditional channels and e-commerce. Jingchu.com: Traditional channels should not respond to the disruptive changes in the consumer environment, especially in the areas of high-end or high-priced department stores, home appliances and furniture, in the face of high discount prices arising from the relatively low cost of online platforms. It still adheres to the traditional high-cost, high-price business model, does not make business adjustments that respond to changes in consumer consumption behavior, and lacks differentiation compared with online products. The attraction of experience advantages cannot be compared with the attractiveness brought by price advantage. Confrontation, not to mention the consumer, now the two can have both.
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