1, multiple complementarity
Multi-brand complementarity can meet more consumer needs of customers. Compared with a single brand physical store, the boutique model has the characteristics of brand collection and multi-complementarity, providing customers with comprehensive choices of multi-level, multi-style, multi-occasion and multi-role, which can meet the different needs of different people and the different needs of the same person at different times. In boutique collection stores, customers can choose brands and different categories of goods according to their own preferences, because the goods in boutique collection stores are diverse and complementary.
2. Commodity systematization
Lenovo collocation is more attractive. Boutique assembly shop is a rich organic combination of goods and a systematic presentation of goods. There is a strong association and collocation between commodities. In an assembly shop with a unified name, many brands of products are gathered, and the product categories can cover clothing, shoes, bags, jewelry, watches and other categories. Although each brand has different styles and design concepts, the products are systematic, integrated and complementary.
3, the consumption theme is clear, saving customers the time to choose goods.
At present, young consumers are the main customers in the retail market. These customers pursue fashionable shoes and clothing brands with strong brand awareness, but they don't have much time to go shopping. Boutique collection stores can help customers choose the most worthwhile goods in the shortest time.
4. The product line is rich, which prolongs the customer's stay.
Boutique collection stores have different brands of goods collection sales models. Its diversified products can effectively enhance the richness of goods and extend the stay time of customers. Customers with more choices will naturally stay longer.
5. The operating cost is reduced and the profit of a single store is increased.
Under the general trend of real estate price increase, store rents will also rise. If only a single brand can bear it exclusively, it will be difficult to make a big profit, which is why many brands, including Daphne, close their stores in large numbers.
Boutique collection stores are not only more targeted, but also provide customers with more convenient one-stop shopping by concentrating similar goods in one place, and the average passenger flow of boutique collection stores is usually twice or more than that of single-brand stores.
6. * * * Enjoy passenger flow and highlight brand personalization.
The repetition rate of department stores' brands is high, the ability of renting single-brand physical stores is poor, and the ability of gathering people is declining. Contemporary customers pay more and more attention to personalization, fashion and characteristics. It is difficult for a single brand to capture customers' hearts with popular and uncharacteristic goods, and it is also difficult to make a big profit in a physical store with less passenger flow.
Multi-brand shoes and clothing in boutique collection stores can enjoy passenger flow, promote each other and enhance the brand influence of collection stores. At the same time, it can only be identified by comparison. With comparison, multiple brands can highlight the personality of each brand in the collection store, and customers can also choose products that meet their own personality in the boutique collection store.
7. The ultimate shopping experience
Perhaps the ultimate form of boutique collection stores is not just selling goods, but providing a high-quality shopping experience, conveying a life concept that conforms to the brand concept and selling a future life form. A brand collection store with brands from all over the world can meet the diverse needs of different customers. It is the most popular business model under the current new retail.
Second, what are the problems in the boutique collection store?
Boutique model is only suitable for those categories with diverse user needs, large number of brands, scattered consumption, emphasis on functional entertainment and weak personalization, and no matter which boutique model has high barriers, it is difficult to imitate and copy. At present, various types of boutique collection stores have deeper problems besides category restrictions.
1. Compared with the SPA model, the boutique model has problems in the accumulation of industrial chain assets.
For traditional retail channels, such as large supermarkets, stores and convenience stores, the core is commercial real estate, and mastering heavy assets depends on controlling users' just-needed services to make money. SPA mode is the epitome of this kind of thinking, which can directly open up the whole industry chain assets from production to sales and squeeze out the value of all assets.
The core of the boutique collection store model is users, who need to concentrate on the products that users are willing to consume. The core service is not only to intercept the demand for heavy assets, but to help users complete consumption efficiently. The profit model is to exploit the profit space by taking advantage of the popularity of explosive products and the time difference of market supply. The whole process is essentially similar to speculating in futures.
This is completely different from the business ability that traditional retail channels are good at, which makes it difficult to transform their own channels with this model; Of course, in another way, when other retail models are in crisis, boutique collective store brands with excellent core competence have stronger bargaining power in the face of commercial real estate.
This is also the core reason why the brand store model is similar to the boutique model on the surface but different in essence. For the traditional offline retail channel providers, it is easier to accept the brand store model of BA (Business Demand Analyst and Shopping Guide) and continue to make their own joint sales lease. From the perspective of industrial chain assets, based on the advantages of suppliers, the ten-yuan boutique with SPA model as the core also meets the needs of traditional retail channels.
At present, the successful boutique collection store model focuses on the explosive products that already exist in the market. It is uncertain whether related enterprises can improve their ability to build explosive products in the future and then open up industrial chain resources. Especially now, a large number of retail enterprises are committed to building industrial chain service platforms and doing designer brand incubation business. It is only a matter of time before the boutique collection store model goes deep into the industrial chain, but it is only a matter of success.
2. Compared with the strong position of retail channels in the past, there are problems in the stability of supply cooperation between boutique collection stores and brands.
Boutique assembly shop mode pays more attention to product selection, and the success of product selection determines the final high inventory turnover rate, so product selection cannot be influenced by any external force, especially brand suppliers, which makes the retail channel no longer strong in front of brand suppliers, and the feasibility of the original method of extending the account period and pressing goods to improve its cash flow is greatly reduced.
Even if it is a popular item with high user awareness, boutique collection stores need to find traders to get high-quality goods in large quantities. However, the problem of supply will seriously affect the development of boutique collection stores, especially the brand has not been recognized by users in the early stage of business development, and it is necessary to drain the supply of explosive products with competitive advantages. For traditional offline retail channels that rely too much on commercial real estate and are not good at refined operation and management, the threshold of boutique collection store model is too high.
Of course, with the development of related boutique collective store brands, their bargaining power with brand owners will also be improved, and cash flow can be improved by extending the account period and pressing goods. This also means that the larger the scale, the higher the competition barriers will be under the premise of ensuring operational efficiency and accuracy.
3. The boutique model belongs to the channel brand, and the brand culture is not as deep as the product brand. Product brands will make a more efficient SPA model in the future, which will affect boutiques, which is another problem.
Brand culture affects users' daily experience, and users have higher and higher demand for brand culture. The combination of these demands with quality, price and service is likely to trigger a big consumption trend. The pursuit of product selection by boutique collection stores is bound to be inflexible in the cooperation of industrial chain, which limits the possibility of further improving its efficiency and cannot achieve the ideal highest cost performance.
Once in the future, brands that pursue independent channels can come up with the same category, higher quality, lower price and better service. At the same time, the whole society pursues brand culture, and consumer fashion moves towards designers' original and popular practical basic models. In this market environment, the SPA model is more efficient, and the boutique collection store model with heavy assets and heavy explosions is vulnerable to cross-border shocks. This situation is very likely to happen when the market continues to fall.
An investor who has been paying attention to consumption for a long time believes that users' needs have diversified, most product brands can't keep up with the development pace of China, and the brand life cycle will be shorter and shorter. What users need is a boutique collection of valuable channel brand services.
Another insider said that users' demand for product brands is becoming more and more diversified. In the future, more and more product brands will find their own living space, but it is difficult to grow to the scale of channel brands, and the latter will have stronger business stability.
But the problem is: behind the brand is culture, users pay more and more attention to brand culture, and channel brands carry more product brand culture. Who can maintain a deep brand culture better, channel brand or product brand? At the same time, the development trend of brand culture is bound to be integrated with social culture. Under the greater social and cultural trend, product brands have enough opportunities to grow into big brands for a long time.
Under the pressure of market downturn, shrinking funds and high efficiency of e-commerce channels, product brands are now more suitable to put their main positions online to gain better flexibility and avoid irreparable losses caused by the tail of offline assets. This is equivalent to the product brand actively giving up offline retail channels.
However, the current problems in domestic e-commerce channels highlight the value of offline channels: online traffic prices are rising all the way; Excessive pursuit of cost performance leads to bad money expelling good money; The process of commodity selection at various price levels is complicated; The growth cycle of new business and small business is too long or even has no bright future; Brand image is difficult to convey to users. Product brands have to start laying out offline channels, which requires them to cooperate with third parties at low cost.
If offline retail channels want to develop continuously, they must aim at high inventory turnover rate and high efficiency, meet the needs of brands at the same time, and bring intuitive image display and exposure to product brands. At present, the boutique model is a good form.
The above-mentioned senior traders said that the most important thing for retailers, brands or industrial chains now is to build a flexible and rapid response supply chain. Therefore, the core infrastructure to be accumulated in different modes is similar, and the advantages and disadvantages need to be decided through long-term competition and cooperation, and ultimately it depends on who has stronger operational ability and whose products are better.