CC BY
39Бизнес-модель электронной коммерции свежих продуктов в Китае
Лю Мэнна
магистр, кафедра экономики предприятия и предпринимательства, Санкт-Петербурский Государственный Университет, 872486278@qq.com
По мере быстрого развития экономики, изменения в группах потребителей и широкого использования таких технологий, как большие данные, новые компании электронной коммерции активно ищут возможности в Интернете. С момента создания в 2005 году Е-коммерция свежих продуктов в Китае пережила много этапов трудного выживания. Большое количество предприятий «отступило», и другая группа компаний с лучшими моделями активно укрепляла свои рыночные позиции. Среди них, компании Хема, Shixianghui успешно используется
модель «Склад-фронтальный + магазин» модель «Склад-фронтальный» и модель «сообщественная коммерция + групповая покупка». Эта статья начинается с этих трех более успешных моделей, сравнительно анализирует их преимущества и недостатки, а также предлагает предложения по оптимизации.
Ключевые слова: Е-коммерция свежих продуктов, новый ри-тейл, Склад-фронтальный, Сообщественная коммерция, компания Хе Ма, Shixianghui
Introduction: With the increase of new types of business entities such as agricultural production and operation units and farmers' professional cooperatives, China's agricultural production has developed toward large-scale and specialized directions, and the degree of standardization and intensification of agricultural products has also increased, providing large-scale procurement of fresh ecommerce basis. The upgrade of cold chain logistics technology guarantees the quality and safety of fresh products. Big data and the rapidly expanding community layout make the terminal distribution closer to consumers. The scale of mobile users, the increasing penetration of mobile online shopping and the concept of buying fresh food online are becoming more and more common. Consumers' demand for buying fresh food online is constantly expanding. Affected by the epidemic, fresh e-commerce such as Yonghui, Hema, and Dingdong burst into groceries, and the community's fresh e-commerce erupted, with a turnover of 5-10 times. Retailing such as Backgammon, Wal-Mart, and integrated e-commerce that rely on retail's multi-point and JD Daojia also took off. More companies such as Sinopec of Three Barrels of Oil also entered the game. The fresh food industry has ushered in a large wave of "catalysts".
The epidemic has brought a certain impact on China's economic development, and it will inevitably bring problems and challenges to the development of fresh food ecommerce in China. "During the epidemic, the surge in users and demand will indeed bring about a turnaround for many fresh food platforms and expose some problems. In fact, this is precisely the reason why many fresh food platforms have been eliminated by the market, whether it is a supply chain problem. It is still a question of capacity, which is the "big boss" problem of the current fresh food platform. To solve these problems is an opportunity, which cannot be solved, it is a difficult point. In addition, after the epidemic, online grocery shopping will no longer be the "best" "Or" the only choice, the number of users and demand will inevitably fall. At that time, how many users can be retained by the fresh e-commerce platform is still a question mark.
Of the more than 4, 000 fresh e-commerce platforms in the country, 4% of the platform's input and output were flat, 88% lost, 7% huge losses, and only 1% profit. Hema, Missfresh, and Shixianghui, which have an important share in the fresh food e-commerce market, are currently representative enterprises with relatively good development. Hema is an example of Alibaba's "new retail model". With the help of Alibaba's powerful data and financial capabilities, Hema realized the "online + offline, supermarket + catering" model centered on user experience. Daily Fresh has established a «city sorting center + community distribution center» pre-warehouse model in major cities, without offline physical stores. The user provides the fast-speed cold chain distribution service of the global fresh product "2-hour home delivery". The front warehouse is mainly for fresh products. In a place close to consumers, it may be a small warehouse in an office building or community, or a micro warehouse of
X X
о
го А с.
X
го m
о
2 О
м о
o es
0 es
in
01
O m m
X
<
m o x
X
about 100 square meters. The micro warehouse belonging to it can be delivered within 1 to 2 hours. The food enjoyment center is community-based, and the head of the group establishes a community online. The head of the group pushes 8-10 products on WeChat group for pre-sale every day. All orders are concentrated into one large order, which is shipped directly from the supplier to the community, And then distributed by the head of the group to the consumers of the community. It is characterized by the layout of low-tier cities, relying on small programs, with Baoma + online community as the core to attract new customers.
This article will analyze these three representative models in detail, and summarize the advantages and disadvantages, development conditions and limitations of these models, as well as the innovation of their supply chain models, to provide some development for the participants in the fresh food e-commerce market Suggest.
Text:
China's fresh e-commerce market has developed rapidly, and the trading scale of fresh e-commerce market in 2018 exceeded 200 billion yuan. Although the 2016-2017 market ushered in a reshuffle period, a large number of small and medium-sized fresh e-commerce business or failed or acquired, the market is not as expected; but at the same time, Ali Jingdong and other e-commerce giants into the bureau, constantly increasing supply chain and logistics and other infrastructure investment, and brought online and offline integration of new retail model, fresh e-commerce market attention, into 2019, fresh new retail model gradually attributed to "calm ", from crazy expansion into the contraction adjustment phase, while the development of Front Warehous, community group purchase model is more hot. In the future, the fresh e-commerce industry will continue to develop rapidly with the maturity of the fresh ecommerce model, the increasing number of online shopping users and the upgrading of the supply chain of fresh ecommerce.
Table 1
The Development course of China's fresh food e-commerce
Mainly based E-commerce New retail "Front
on regional giant enters the model breaks warehouse"
vertical fresh game, »Front out model
food platforms Micro continues to
Warehous» lead, with new
mode appears models such
as "Community
Commerce+gr
oup purchase"
Develop Local vertical Alibaba, JD. com Some small The market
ment fresh food e- and other e- and medium- segmentation
characteri commerce has commerce giants sized fresh is obvious, and
stics emerged one entered the food e- the "front
after another, market, and the commerce warehouse"
limited by the fresh food collapsed, the model is
consumer market industry's mainly
market and developed reshuffle was concentrated in
Internet rapidly, and a initially first- and
technology, etc. "front completed, and second-tier
, with slow warehouse" giants developed
development model continued to cities. The
represented by invest in cold "community
MISSFRESH chains and fight group"
appeared. supply chains, model is
deployed new deployed in
retail less developed
innovation cities.
models, and
combined
online and
offline
consumption
scenarios.
Main City Center City Center City Center City Center
business Warehouse Warehouse Warehouse Warehouse
model Mode Mode, »Front Mode, »Front Mode, »Front
Warehous» Warehous» Warehous»
mode mode, The mode, The
model of the model of the
warehouse front store and
behind the the back store
front store
Represen Benlai Life\ Tmail Fresh\ JD. Hema\7 MISSFRESH\D
tative Tiantian com Fresh\MISSFR ingDong\ Shi
enterpris Fresh\MISSFRE ESH Xianghui
e SH
Germination exploration development development
At present, China's fresh e-commerce business is in the period of mode exploration and rapid development, and the market competition has entered a new pattern.
China's fresh e-commerce market in the early development of regional vertical fresh platform, then fresh ecommerce received attention from the capital side, while ecommerce giants have entered the bureau, the industry has developed rapidly, but because fresh e-commerce faced with high logistics costs and operating costs, some small and medium-sized fresh e-commerce enterprises closed down or were acquired.
Due to non-standard, strict transport requirements and other reasons, fresh line penetration has been far lower than other categories. But the outbreak of the new crown pneumonia epidemic in early 2020 has instantly changed residents' consumption habits. During the Spring Festival, strict epidemic prevention measures began to be implemented nationwide, resulting in a number of fresh online platform sales increased several times year-on-year, online food prices rose. People were asked to stay at home, restaurants were shut down, home cooking demand soared, and because unable to go out and a large number of online transfer; January 2020 fresh online platform capacity reached 27. 45 million, an increase of nearly 10. 6 million compared with the same period in 2019.
Fresh as a category with high repurchase rate and large market space, its huge market scale has attracted many players to join in, as a low penetration rate, huge market potential fresh e-commerce industry competition is more fierce, overall, the industry is in the Spring and Autumn period. At this stage, in the fresh e-commerce circuit, in addition to the traditional fresh e-commerce, the front warehouse, " supermarket + catering ", community groups and other innovative models continue to emerge, separate from one side. From the current pattern, there is no model can really "dominate" fresh e-commerce market, 2019 fresh
e-commerce business model coexistence pattern will continue.
According to the different performance mode, fresh ecommerce can be divided into "central warehouse ", " front warehouse ", " store + warehouse" model fresh ecommerce, and "store + warehouse" model can be divided into self-support type and platform type.
In addition, according to the category and field of fresh e-commerce in China can also be divided into comprehensive fresh e-commerce and vertical fresh ecommerce. Comprehensive fresh e-commerce business has its scale management, high market share and brand effect brought first-mover advantages, and there are other categories to support, diversion is easier. Vertical fresh ecommerce focuses on fresh areas, more attention to subdivision areas, strong control of the supply chain, high distribution efficiency, consumer experience is relatively good.
According to data published by the China e-Commerce research Center, out of more than 4, 000 fresh food trading platforms in China, only 4% of the platform's investment and revenue were comparable, 88% were loss - making, 7% were large loss - making, and only 1% were profitable.
Hema supermarket, DingDong company and MISSFRESH, Shixianghui company have successfully used the new model "Front Warehouse +store", model "Front Warehouse", model»Community Commerce+group purchase».
Hema is a classic example of Alibaba's "new retail model". Hema with the powerful big data and Finance capabilities of Alibaba, focuses on user Interaction, its features « "online+offline, supermarket+restaurant".
Missfresh set up in major cities «Central warehouse for sorting goods in the city+Public delivery Center», which does not have offline stores. Missfresh offers customers 2hour home delivery of fresh food around the world». Warehouse-front is located close to the consumer, can be in an office building or residential area creating a small warehouse, or a micro warehouse of about 100 square meters, when the user orders online, Orders are distributed to micro-owned warehouses and can be delivered within 12 hours.
"Community Commerce+group purchase" is a new eCommerce channel based on WeChat and community social relationships. Shixianghui is focused on a residential community, an agent (a mother with children) creates a community on WeChat (the most popular social network in China), and recommends 8-10 products to customers daily for pre-sale, All orders centrally become one large order, which is sent by the supplier directly to the neighborhood, and then distributed by the agent to the consumer of that neighborhood.
Table 2
Hema Missfresh Shixianghui
Model front warehouse+supermar ket+cafe front warehouse Community Commerce+group purchase
Introductio n New retail: "online+offline, supermarket+cafe» Reduce the delivery distance by creating front warehouses in close proximity to consumers S2B2C : The group order platform provides the supply chain, logistics, aftersales service of products, the agent is responsible for community Operations
Category of users white-collar Between the ages of 25 and 35, men and women in equal proportions Mainly for female users aged 24 to 35 with good economic conditions Low-and middle-income mothers aged 25 to 45 who control household consumption
Location Hema Fresh:in cities of the first level Hema mini: in first-and second-level cities looking to the future is developing in third and fourth level cities Mainly in the cities of the first level in third-and fourth-level cities. The shixianghui sales network covers 15 provinces across the country More than 20, 000 agents
Delivery borders by courier Hema Fresh: within 3km Hema mini: 1. 5km within 1-3km Self-call
Quantity of warehous e-front 220 supermarkets+76 mini stores 1500 \
SKU of each warehous e Hema Fresh:5000 Hema mini:3000 3000 8-10 categories of articles per day
Per customer transactio n 0nline:80-90 yuan (during COVID-19 : 40 yuan) Offline:more than 110 yuan About 75 yuan About 35 yuan
Supply chain and logistics Offline:Places of production— Central warehouse - - - Warehouse-front+supermarket+re staurant---consumers Online: production Locations — Central warehouse Warehouse-front— consumers Own logistics team Place of manufacture \ City wholesale market — Central warehouse for sorting goods in the city — warehouse-front, Own logistics team Place of manufacture \ suppliers — agent - - -residents Own logistics team
The basic structure of the cost The cost of rent( high), the cost of Registration of supermarkets, management of supermarkets, Labor costs, logistics costs Rental cost(lower), Labor costs, logistics costs Low cost of renting Central warehouses and logistics
Delivery time 30 minutes 1-2 hours, usually 1 hour Pre-sale, next day delivery
Product features Products with high quality, unusual products select high quality products Regular, inexpensive products
The rate of loss low, more than 1% low, about 1% Relatively low, about 6%
Gross margin About 20% About 20% More than 25%
In addition, compared with the traditional fresh food supply chain, these three new fresh e-commerce models have greatly reduced the supply time and improved efficiency. The new model also pays more attention to food quality and cold chain temperature control. The new direction of China's fresh market development.
Traditional fresh supply chain:
X
00 m
o
io
2 O IO
o
Hema's supply chain:
o
CN O CN
in
O HI
m x
<
m o x
X
Supply chain of Missfresh:
Supply chain of Shixianghui:
By comparison, we can see:(1)Advantages and Disadvantages of the Hema model: "Warehouse-front +supermarket+cafe» — This is a new attempt in the field of e-Commerce of fresh products. Hema combines warehouse, supermarket, and cafe, it is more convenient for the consumer than other models. This is a new retail focused on user Interaction, In the long term, this is very beneficial for business development; Supermarket offline helps to collect data on consumer behavior for accurate marketing, which is an invaluable asset of modern business; A large selection of high-quality products, short delivery time, the best Consumer experience, Increasing consumer confidence and loyalty; Management with Big data and high-tech technologies, higher efficiency ; the supply Chain is simplified, the company's profit is expanded, it is also more profitable for consumers.
Disadvantages: Very high costs (stores operate as warehouses with large, modern sorting departments, as well as supermarkets and restaurants with high operating costs); High costs have resulted in a high Average amount per customer transaction and a low Gross margin, which will reduce user retention; High cost and high data requirements make it difficult to develop Hema in cities II and III, and only a few participants can implement this model. And the number of cities with a relatively underdeveloped
economy is large, a very wide market in which the company does not participate.
Advantages and Disadvantages of the Missfresh model: Warehouse-front only as a simple warehouse, this makes it no longer need to manage operations, geographically less demanding, warehouse is more easily managed, expanding in tier 1 cities ; Costs are lower, Small financial stress for business, more profitable for startup; Selected high-quality products, Moderate Average amount per customer transaction (in tier 1 cities)with large discounts for members, it has increased user retention and repurchase Rates; The supply chain is simplified, the company's profit is expanded, it is also more profitable for consumers.
Disadvantages: Although the costs are lower than the Hema, but high acquisition costs and high unit price make it equally difficult for the expansion in cities of the second and third level. Limited market expansion makes it difficult to generate economies of scale; No offline store, longer delivery time, the average consumer experience.
(3)Advantages and Disadvantages of the Shixianghui model: Lowest costs, more simplified supply Chain, easy to expand in 3. 4 level cities, easy to generate economies of scale; A little financial pressure on the company will be beneficial for the startup. Disadvantages: Low market barriers, easily replaced by other competitors; the Agent has not been professionally trained, this leads to high operational risks, Poor consumer experience; Pay attention to the price of the product, the quality of the product is not high.
The new supply chain model significantly simplifies, reduces the complex intermediate process of traditional supply chains, increases business profitability, and is more profitable for consumers. The new supply chain reduces transportation time, reduces food losses, reduces intermediate costs, and increases customer satisfaction. And make market information about supply and demand more symmetrical, increasing manufacturers ' sales channels and reducing sales costs. The new supply chain reduces waste in the market and increases efficiency. Fierce competition in the e-Commerce market allows new entrants to fresh e-Commerce to pay more attention to food quality and focus on building a cold chain. The majority of new participants are cooperatives and their own large production bases, which contributes to increasing the level of intensification and mechanization of agriculture in our country. The new supply chain has a home delivery service, in a country with a fast pace of life. like China, home delivery is an important factor affecting consumer decisions, home delivery service increases the competitiveness of suppliers in the market.
Conclusion:
The "Warehouse-front +store" and «Warehouse-front» business models have a common problem: high cost and difficulties in large-scale development in underdeveloped cities. In these regions, it is difficult to achieve an average price per unit. And the emergence of the «Community Commerce+group purchase " model is well filling vacancies in the fresh food market in the second and third-level cities. In General, the fresh food e-Commerce market in China has not yet developed a more Mature profit model. Simple online participants in e-Commerce of fresh products ("Warehouse-front" Ding Dong and Missfresh ) in the future should focus on offline development, for example: offline stores, offline events, etc. It should Combine online and offline to increase competitiveness. Stores should be focused on the consumer
experience and constantly optimize their services. If Missfresh and Hema expand in second-and third-level cities, they may borrow ideas from the "Community Commerce" model. They have stronger capabilities and supply chain management capabilities that other small and medium-sized businesses do not have, which allows them to offer better products and services. In developing cities, they can focus on "value for money", create new user portraits, adjust product categories, use the group purchase model to increase customer orders, use big data to accurately predict consumption, and reduce inventory to a greater extent. And in large cities, front-end warehouses can penetrate deeper into cities or neighborhoods, collaborate with local stores, or independently build community stores and kiosks to make front-end warehouses closer to consumers.
The Business Model of China's Fresh Food E-commerce Liu Mengna
Saint Petersburg State University
With the rapid development of China's economy, changes in consumer groups, and the widespread use of technologies such as big data, fresh e-commerce companies are actively seeking opportunities on the Internet. Since its inception in 2005, Chinese fresh e-commerce has experienced many stages of difficult survival. A large number of pioneers fell, and another group of companies with better models actively consolidated their market positions. among them, Hema supermarket, DingDong company and MISSFRESH, Shixianghui company have successfully used the "Front Warehouse+store" model, the «Front Warehouse" model, the»Community Commerce+group purchase". This article starts with these three more successful models, comparatively analyzes their advantages and disadvantages, and proposes optimization suggestions.
Keywords: Fresh e-commerce, Intelligent new retail, Front Warehouse Community Commerce, Xe Ma fresh, Missfresh, Shixianghui References
1. Cheng Yanhong: A Study on the Model of Fresh Electronic
Commerce in the United States [J].. World Agriculture, 2014(8)
2. HAN Xiao-yang, YIN Hong-yuan, CHEN Xin, CHEN Yi-dan.
Research on Logistics Mode of Fresh Food Industry in New Retail Industry -Take Hema Fresh Food as an Example [A]. Value engineering, 2019
3. Ye Yuan gravel, he Mingqiang. Research on the development of
fresh e-commerce distribution under the background of new
retailing-Take "box Ma Xiansheng" as an example [J]. ]
E-commerce, 2018
4. Zhu Shuai. Logistics Transformation of New Retail [J]. ] Internet
Economy, 2017, (07):56~59.
5. Luo Fangxi, Wang Yu. Analysis on the Development Status and
Industry Prospect of Fresh E-commerce in China [J].. Chinese business theory, 2015, (20):63~6
6. China Business Industry Research Institute. China Fresh E-
commerce Industry Research Report 2019[ EB/OL]. ] http://www. 100ec. cn/detail -6444859 html..
7. Chen Haoqi. Current Situation and Thinking of Cold Chain
Logistics of Fresh Food in China [J]. ] Modern Food, 2018(8):179-181.
8. Guo Bin, Qian Jianping, Zhang Taihong, et al. Zigbee - Based
Environmental Information Collection System for Cold Chain Distribution of Fruit and Vegetable [J]. ] Journal of Agricultural Engineering, 2011, 27(6):208-213.
9. Chen Yuzheng, Tang Zhongzhe, Ni Yunfeng, et al. The Design
of Cold Chain Logistics Monitoring System Based on RFID [J]. ] Computer Applications and Software, 2013, 30(2):263-265, 291.
10. Week. Real-time monitoring strategy of cold chain distribution of fresh food based on RFID Internet of things [J]. ] Logistics Engineering and Management, 2014(9):88-91.
11. Fengquan Tian, Huifeng Zhang. Feasibility Study on the Application of RFID Technology in Logistics Enterprises [J]. ] Modern Business, 2016(4):62-63.
12. Miao Xiaohong, Zhou New Year, Wu Zhilong. Discussion on Research Progress of Cold Chain Logistics of Fresh Food [J]. ] Logistics Technology, 2009, 28(2):24-27.
13. Tong Jin, Wang Yahui, Fan Xuemei, et al. Cold chain logistics status monitoring information system for fresh agricultural products [J]. ] Journal of Jilin University, 2013, 43(6):1707-1711.
14. Pan Shuangli, Zeng Xinyuan. Construction of cold chain distribution interactive platform for fresh e-commerce [J]. Logistics Engineering and Management, 2018, 40(10):40-42.
15. Xu Guangshu, Song Zilong. Research on Innovation of Distribution Mode of Fresh E-commerce [J]. ] Business Economics Research, 2016, 23:73-74.
16. Xu Guangshu, Song Zilong. Contract Coordination between Fresh E-commerce and Logistics Service Providers -- Analysis Based on Fresh House Matching Model [J]. ] Business Studies, 2017, (2):151 -159.
17. Weltevreden J W J, Rotem-Mindali O. Mobility effects of B2C and C2C e-commerce in the Netherlands: A quantitative assessment[J].. Journal of Transport Geography, 2009, 17(2): 83-92.
18. Zhang Rong, Wang Zhenhao. Model and Algorithm for DoubleDeck Planning of Terminal Node Layout in Urban Distribution [J]. Journal of Tongji University (Natural Science Edition), 2012, 40(7):1 035-1 040.
19. Электронные pecypcbi:https://www. iresearch. com. cn/
X X О го А С.
X
го m
о
2 О
м о
