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从1.0到4.0 移动互联网时代的零售就该这样做

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Jingdong book

从1.0到4.0 移动互联网时代的零售就该这样做

Name: 从1.0到4.0 移动互联网时代的零售就该这样做
Brand: Jingdong book
SKU: 3110159991
Price: 42.65 USD
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1. 内容*为*面，囊括零售的各个方面。本书对零售的渠道、支付、营销、大数据分析、客户口碑、消费体验、以人为本经营理念等进行了详细、*面的分析，并对新消费主义影响下的零售模式发展指出方向。
2. 实操性强，方法多样，非常落地。本书给零售渠道、支付、大数据分析、消费体验升级等方面提供了诸多可行的、实操的方法。除方法外，更提供了更大的思考空间，能帮助零售行业从业者找到适合自己的策略。
3. 详细讲述电商与零售的融合，为面临寒冬的实体零售指明方向。近几年，随着电商的迅猛发展，诸多零售实体店已经出现了严重的关店潮。而零售电商崛起，天猫超市等火爆，实体零售与电商已经加速融合，本书对这一趋势进行了解读，为零售实体店和电商的发展寻找出路。

Content Description

零售业发展至今，经历了几次大的变化。在这些变化过程中，许多零售公司倒下了，也有许多的零售商在此次浪潮中异军突起。如今，随着互联网技术和移动电商的迅猛发展，零售行业迎来了新的机遇和挑战，能否抓住这个机会，就意味着能否再未来赢得主动权，从而生存和发展。
《从1.0到4.0 移动互联网时代的零售就该这样做》从零售行业面临的客户渠道、客户消费行为变化、移动电商崛起、在线支付变化、社群营销、客户体验等方面分别分析和论述，通过丰富案例，为零售行业的发展支出具体的变化发展策略。

Author Description

张鹏，毕业于南开大学经济学院，经济师。曾服务于多加私企、国企，对企业发展模式有独到的研究和见解，洞察经济发展形势，在企业经营管理方面有不俗的成绩，参与策划出版多本书籍，有《破局传统行业拥抱互联网+之策略与法则》等。
付峥嵘，笔名魏琼、柏从新、峥嵘等，百度营销大学学员，某营销机构知名咨询专家，大数据与精准营销实战专家，洞悉市场营销规律，帮助多家企业在营销方面取得了不俗成绩。以“柏从新”为笔名翻译《驾驭：沃顿商学院****的领导课》，参与策划出版多本书籍，有《北大金融课：一本书读懂热门财经常识》、《移动营销新解密：移动互联时代的营销变革》等。

Catalogue

Part 1 从1．0到4．0，零售发生了什么
1．1新消费主义兴起，零售行业九大变化2
1．2互联网改变消费习惯，零售面临挑战9
1．2．1互联网零售和传统零售特点对比10
1．2．2互联网零售的特点11
1．3固守门店，零售死得很惨14
1．4支付即结束的零售时代早已远去19
1．4．1零售企业的变革表现19
1．4．2零售行业如何实现长期营销24
1．5零售4．0时代，变化是唯一生存之道27
1．5．1零售4．0时代，传统零售必须改变27
1．5．2传统零售如何适应零售4．031

Part2 客户“反客为主”，零售该怎么办
2．1当客户掌握了商品的话语权，零售该怎么办34
2．2抛开体验说品质的零售都无诚意41
2．2．1苹果手机零售店如何打造客户体验43
2．2．2传统零售如何打造最好的客户体验45
2．3客户的口碑是零售的生命线，打好口碑战50
2．3．1摸清客户口碑传播的路径52
2．3．2获取正面口碑53
2．3．3传播正面口碑55
2．4找准目标，服务好VIP客户59
2．4．1对重要客户分类，提供不同服务61
2．4．2开发VIP客户群体63
2．4．3加强与VIP客户的联系65
2．5做不到极致，未来可能举步维艰67
2．5．1日本零售行业的八大优势67
2．5．2传统零售做到极致的策略70

Part3 移动电商来袭，零售如何面对客户

3．1当沃尔玛全面掌控1号店，市场在想什么74
3．1．1移动电商让零售市场发生了什么变化76
3．1．2实体零售引入移动电商的策略79
3．2天猫开网上超市，让客户爱逛网上超市81
3．2．1忘记“电商”和“店商”的差别85
3．2．2零售电商需要克服痛点85
3．3移动互联网成重要流量入口，客户在手机那端88
3．3．1找准移动营销工具90
3．3．2抛弃入口思维91
3．3．3创新和客户的沟通方式92
3．4社交互动，零售需要做客户的朋友94
3．4．1利用消费者的心理，推动社交化浪潮96
3．4．2打造和互联网平台不同的社交97
3．4．3线上推进社交化98
3．4．4线下打造社交空间98
3．5大数据迅猛，客户需要一条龙服务100
3．5．1大数据如何提升零售的服务价值102
3．5．2零售行业如何合理利用大数据104

Part4 线上or线下，零售的渠道战争
4．1零售不只是线下的狂欢，还有线上的互动108
4．2多点接触，多样展示，全渠道零售113
4．3如何玩转零售O2O120
4．3．1要有准确的方向和深厚的内功121
4．3．2要调整O2O项目的操作122
4．3．3要形成O2O闭环123
4．3．4打造O2O极致体验124
4．4商品不是重点，客户关系才是125
4．4．1让供应商参加到客户关系管理中128
4．4．2客户关系管理应建立双向渠道129
4．4．3降低企业的经营成本129
4．4．4为老客户提供增值服务、个性服务130
4．4．5用消费激励机制刺激客户购买131
4．4．6建立现代化的客户信息资料库131
4．5线上线下无缝对接，形成渠道闭环133

Part5 现金or扫码支付，零售的支付战争
5．1当排队结账成为瓶颈，零售该怎么办140
5．1．1打造完善的支付系统142
5．1．2完善物流等配套系统143
5．2“支付宝日”为零售业带来什么机遇145
5．2．1利用好支付宝服务窗147
5．2．2利用支付宝数据服务客户148
5．2．3防范支付宝可能带来的负面效应149
5．3用微信二维码支付，连接零售线上线下渠道151
5．3．1申请微信支付流程153
5．3．2在线电商微信支付限制154
5．3．3以微信扫码支付作为沟通和服务基础154
5．4社交工具中的零售战争156
5．4．1便利店送货上门158
5．4．2垂直人群模式158
5．4．3社区代理人零售模式158
5．4．4大卖场全员营销模式159
5．4．5直销模式159
5．5零售如何布局移动在线支付160

Part6 电商社群崛起，零售的营销战争
6．1社交时代，逃不开的粉丝和社群166
6．1．1互联网社交变化三阶段166
6．1．2零售企业营销面对的三大趋势168
6．2社群电商渐成趋势，客户都在社群中171
6．2．1粉丝化的社群经营172
6．2．2特定情境的社群经营173
6．2．3集体参与的社群经营173
6．3没有“人”的零售就没有品牌力175
6．3．1以“物”为中心的缺陷176
6．3．2零售企业以“人”为中心的三个策略178
6．4社群口碑影响零售成败181
6．4．1建立互动良好的社群182
6．4．2善于维护社群，推动发展183
6．4．3利用社群，提高品牌透明度、曝光度184
6．5如何构建忠实社群，全面营销185
6．5．1社群成员的角色185
6．5．2运用不同的社群载体187
6．5．3打造社群矩阵188

Part7 体验至上，零售的价格战争
7．1价格竞争已成为过去，占领消费心理高地192
7．2没有参与感，就没有客户196
7．2．1让零售促销变成真正的活动198
7．2．2降低参加体验的门槛199
7．2．3参与感要有连接性199
7．3体验为主，价格为辅，提升零售竞争力201
7．3．1提升竞争力的五种体验201
7．3．2打造体验时，零售企业需坚持三个原则204
7．4没有文化，起码得有情怀207
7．5玩的就是心跳，不抓眼球，难以竞争211
7．5．1营销方式要新奇、独特211
7．5．2学会借势并寻找热点212
7．5．3借助事件进行营销213

Part8 数据精准，零售的大数据战争
8．1精准掌握客户数据，让客户无处可逃216
8．2如何描画客户立体形象，让营销因人而异220
8．2．1正确对数据进行分类221
8．2．2设立专业部门分析数据222
8．2．3在预测性销售分析上花费更多成本222
8．3零售精细化运营之道：大数据分析223
8．4利用大数据分析，为客户改善服务体验226
8．5如何利用数据分析和管理，唤醒老客户230
8．5．1零售定价进一步个性化231
8．5．2为消费者提供个性化知识232
8．5．3分析地域客户流，改变营销服务策略233

Part9 “互联网+”火爆，零售如何走电商之路
9．1走电商之路，找准营销信息传播突破口235
9．2电商不再打价格战，性价比才是关注热点239
9．2．1加强和潜在消费者的沟通241
9．2．2用创新办法确保产品质量241
9．2．3适当采取价格高开低走的方法241
9．3精准布局电商专题，长久留住客户243
9．3．1零售电商专题打造的三个类别243
9．3．2策划和运作专题的注意事项245
9．4物流必须给力，电商之路才顺畅247
9．5改变思维，解决实体零售的痛点251

Part10 以人为本，满足客户永不过时

10．1继承优良传统，企业才有未来255
10．2和人性结合才有竞争力258
10．2．1树立人性化的品牌259
10．2．2进行人性化市场细分260
10．2．3人性化产品组合260
10．3运用管理工具，打造企业人本文化262
10．4推出自明星，零售也需要光环效应265
10．4．1合理自我定位266
10．4．2锁定自明星的传播客户267
10．4．3把握客户需求，进行自明星内容产出267
10．4．4多样化的盈利方式268

Book Abstract

《从1.0到4.0 移动互联网时代的零售就该这样做》：
1.3固守门店，零售死得很惨近两年来，零售业实体店面对互联网零售的冲击，可用“压力山大”来形容：在北京，百盛百货、伊藤洋华堂等商场连续关闭；在上海，淮海路上的瑞兴、美美、先施、OPA等百货店也先后撤离；在广州，好又多东山口店、新供销百合等连锁超市宣布停业；在成都，NOVO百货天府广场店、人人乐连锁超市等门店黯然谢幕……根据国家商务部的数据，2014年，全国零售业中5000家中重点企业，销售额增长速度不到6.3％，同比回落为2.6个百分点，其中，专业店、超市和百货店的增速比分别下跌1.7、2.8和6.2个百分点；即使名列前茅的购物中心，虽然增速达到7.7％，但同比也放缓了4.5个百分点。到2015年上半年，上述5000家重点零售企业的销售额同比增长更是放慢，只达到了4.6％。
普通人对零售业门店面临的困境也有深刻印象：百货店的日常客流量显著降低，节假日中，也很难再现前几年熙熙攘攘人头攒动的景象，客户们大多选择走马观花、对商品评头论足，但购买者数量却大幅度降低，商场中以前随处能见的“提袋族”越来越少；专营店也同样如此，曾经遍布商业区的服装店、日化店、电器店，时常无声无息就消失了，波司登一年关闭了5100多家品牌店，李宁在2015年上半年关闭了500多家门店，而近年来他们关闭的实体店接近一半数量……问题并不仅仅只出现在中国，国外不少大型零售企业也同样遭遇困境：2015年年初，美国著名连锁零售业巨头彭尼公司裁员，并关闭39家门店；英国的乐购集团则同样宣布，关闭43家门店从而减少损失；作为德国最大的百货连锁集团，考夫霍曼公司也接连关闭了分店；日本零售百货业5年内的平均增长率则是负数。
一切事实说明，如果只依靠传统的门店，实体零售企业发展前景将越来越逼仄，无论是营业收入还是利润比例，将遭遇从来没有遇到的困难，开店就能利润不断的时代，已经一去不复返。
相比之下，电商零售业则蒸蒸日上。从数据上来看，2015年前5个月，全国互联网零售同比增长了38.5％，比全国5000家实体零售企业高出了34个百分点，无论是“双十一”还是“双十二”之类的网购节日，诸如天猫、京东这些零售平台，一天的销售额甚至超过许多实体门店一年的营业收入。
我们并不能就此认定，实体门店的衰落完全是因为受到互联网电商的挤压——无论是否出现互联网电商热潮，实体店如果不寻找革新之路，失败都会无法避免，个中原因如下：
1、实体门店受经济周期影响任何国家、任何社会形态下的经济发展，都有其必然周期，实体零售业当然也身处其中，无可逃避。
从20世纪90年代，到21世纪前10年，中国社会经济发展的大背景下，房地产市场火爆，配套商业区兴旺发达，百货业、连锁业等零售企业争相扩张领地，进入发展快车道。正因为不愁销路，很多零售业商场或门店在建设之前并没有经过系统规划，在建设过程中也并未仔细分析客户需求、购物体验，建设后运营则大都相同而毫无个性。
于是，当经济周期发展到新的时间窗口，实体零售业经过爆炸式发展，进入到更加平稳的增速时，一些盲目发展、缺乏规划的实体店会被淘汰出局，整个零售行业中，注定会有人为当初的过度发展而买单。
2、实体店难以满足消费者需求在计划经济刚刚转变为市场经济不久之后，实体店在客户消费的过程中处于绝对优势甚至是垄断的地位，由于可选择的空间太少，即便购物环境不够理想、体验不够良好，客户也没有其他的选择。
随着整个消费大环境的不断升级，客户不但希望实体店提供产品，还希望有舒适的环境，能够在购物过程中欣赏电影、品尝美食和度过美好的亲子时光。
但许多实体门店经营者对这些需求捕捉并不及时，自身调整的方向也并不明确。
可想而知，假如实体店只是执着于对客户购物需求的满足，面临的选择将会始终高风险，相比之下，将各种需求同时满足，才是它们最好的选择。
……

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Jingdong book

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