Providing a better shopping experience than competitors is the constant direction for a mall to make efforts, and the realization of this goal requires a combination of professionalism, resources, technology and innovation.With the replacement of consumers and the structural adjustment and growth slowdown of China's economy, the commercial retail market has also ushered in its own era of change. The rise of Internet fundamentally changes consumer habits and competition among projects.
Before the digital tools were available, the "customer-centric" initiative was not effectively implemented, and the current mall managers can have more detailed insight into consumers, and at the same time, under the "customer-centric" initiative, it is likely and necessary for them to provide more timely and unbounded services in online and offline manner, and thus a new digital business operation era has come into being.Under the new environment, store managers can no longer follow the old habits or intuitions, and only by adopting wise and innovative strategies and transforming business methods can they seize new opportunities.
RET is the earliest advocate and practitioner of smart business operations in China. It combines our industry expertise and resources with our technical know-how in the field of digital innovation to continuously create surprises for the industry and customers. After experiencing the practice and improvement of 136 million square meters of commercial area, we have made exciting progress in three important directions: digital decision-making, Internet investment promotion, and event content operation and have successfully incubated four new technology and cultural companies leading in vertical fractionized capabilities. Therefore, RET's business management has evolved into a smart system based on data algorithms and content IP, providing agile methods for stock business from operation diagnosis, customer operation, tenant management to fully entrusted diversified services. Moreover, we continue to cooperate with more than 50 customers such as China Resources MixC, Wanda Plaza, COFCO Joy City and Mega Incity.
The problems such as insufficient brand mix, insufficient opening preparations, and insufficient promotional activities occur collectively, resulting in consumer dissatisfaction;
Competitive shopping centers conduct confrontation and blocking activities, resulting in the drain of a large number of customers;
The moods of some merchants fluctuate and the negative atmosphere spread.
Prior review of promotion planning is insufficient and digital measurement of input and output afterwards is short of;
The main purpose of the event is not in line with the tone of the shopping center and the commodities, resulting in insufficient sales power;
The selection criteria for event suppliers and solutions are unclear and the results cannot be controlled.
Lease negotiation and control are insufficient, making the rental increase lower than the industry's general growth criteria;
Being short of effective price increase strategy, rent increase faces the risk of loss of important tenants;
When a new well-known brand is introduced in case of lease replacement, it still has to face unequal conditions and pay high costs.
New brand resources are scarce and it is difficult to support the effective change of tenants;
Brand recognition of shopping centers is insufficient, and investment promotion is difficult;
The investment promotion competition is furious in the market, and the project's advantage against ideal brands is not obvious.
The shopping center is equipped with intelligent facilities, but only the data in the shopping center cannot provide in-depth portraits of consumers;
The data from different sources is difficult to generate synergistic value, and it is impossible to give pragmatic guidance to operational decisions;
Through the data, we can see the optimization efforts of shopping centers, but they are short of the ability to take actual actions to improve their operation performance.
Seed customer group selection and shopping experience comprehensive test;
New promotion event and new service customer group testing;
Customer group simulation test for brand adjustment.
Establishment of shopping center values and IP creativity;
Story content creation and scenario design;
Event planning and communication channel planning.
Break the information island and dig deep into valuable data in all links;
Integrate and process multiple external data such as internal data, SaaS applications, and Internet platforms;
Build business insights that fit the project and quickly cover data decisions in different job application scenarios.
Online customer group interactive product planning and operation of shopping centers;
Diversion and promotion of online and offline inter-industry platforms;
Stratification of customer groups and traffic monetization strategy.
Quickly reach fresh brands that meet the positioning proposition;
Pre-investment promotion arrangements for store brands 12 months in advance;
The unique fine matching of brands and stores' big data algorithm.