“Off, Off, Off!†In the past year, the cold wave of the retail industry was “aggressive.†From supermarkets, shopping malls, to fast fashion, luxury goods, most of the world's physical stores have experienced a catastrophe.
Wal-Mart closed 269 stores around the world, MACY Department Store, Sears Department Store, CVS, and The Limited, and it was a wave of closed stores. In April of this year, the United States’ largest shoe merchant, Payless Shoes, was slammed into a huge debt of about RMB 4.4 billion to apply for bankruptcy and reorganization.
The fission of the macro-environment, new business models, new models, and new explorations have given rise to business transformation and innovation, and it has been an indisputable fact that traditional business growth has slowed down.
Some people say that when time is changing, traditional businesses have been subverted by multiple factors in the market environment of economic globalization. Physical retailing is either being eliminated, or it is gradually sinking, and it has been plagued by the madness of capital, the Internet, and e-commerce. "!
The person who made this conclusion may be overly frivolous. Some people have expressed serious dissatisfaction! It is Decathlon.
Over the past year, in the closed shop, Decathlon has opened 164 stores every two days and opened a beautiful global financial report. In the past year, France’s sporting goods retailer Decathlon Group’s global revenue exceeded 10 billion euros, a year-on-year increase of 12%. Among them, the overseas market accounted for 67% of the Group's business. In terms of the number of shopping malls, China is the largest market outside of France, with 214 stores (including 9 in Taiwan).
For more than two years, domestically-made sports brands such as Li Ning have fallen steadily, and have been caught in the tide of closing stores and decline in performance. Deccayan, which was originally unknown in the Chinese market, has become more and more brave, especially last year, the flagship store in Shanghai and all new Open stores have achieved 100% self-owned brands and have made important progress in self-management.
According to Decathlon's original plan, it is expected that by 2020, the company will deploy 500 stores in China. This means that in less than five days in the next three years, we will see a Decathlon store opening. This high frequency is amazing!
Payless, the largest shoe seller in the United States, is a major customer of the footwear industry on both sides of the Taiwan Strait. Once it closes down, the losses of the affected manufacturers can be imagined. Probably many people do not know that the US’s largest chain of affordable shoe stores, which has filed for bankruptcy protection, is known for selling low-priced shoes. The word “Payless†means low prices and less money.
Will the low price strategy die? When you enter the Decathlon Mall, your greatest experience must be: Cheap! Amazingly cheap! ! !
The same explosion models shoulder bag, less than 30 yuan, summer wear quick-drying T-shirt, more between 29 to 49 yuan, a pair of running shoes, also more than 100 yuan ...
Adhere to the ubiquitous low prices, and it is "cheap cheap."
The birth of retail giants such as Wal-Mart, PaylessShoes, etc., all appear as “price saboteursâ€. The low price of concessions is the theme of immutability. Why the largest US shoe company is going bankrupt, Wal-Mart wants to close stores, and the real retail industry is saddening. In the sound, Decathlon is a family store expansion, you must be curious, how does it do so strong?
Looking at the Decathlon Group's 2016 global financial report analysis, there is a line that attracts the most eye-catching words: “2016 is the year that Decathlon has established a solid industrial chain layout.â€
If the "explosive money with low prices," is this from France's sporting goods retailers captured the "heart" of consumers, then the whole industry chain layout, may be its acceleration of the road.
Today's retail market has experienced the baptism of e-commerce. Many homogenized traditional retail entities are struggling with the low price of e-commerce and are faltering. Macroeconomic downturn! Consumers have changed! E-commerce grab customers! Has become a common word for many retail companies.
To achieve "cheap, low prices," the first requirement is the lowest cost, and the price is even higher, the low price is the core competitiveness of Decathlon. How can that be done?
A product put on the shelves for sale can not be separated from the R & D, design, production, to the brand, logistics, retail and other industrial chain links, if every link can become a place where cost can be saved, why not cheap.
Low prices stem from the "control" of the entire industry chain. Take the supply chain as an example. The fabrics of Decathlon's own sports brands are supplied to OEM OEMs for processing.
For the whole industry chain layout, the cost of each link should be reduced as much as possible. In particular, the cost of eliminating many middlemen and the cost savings will ultimately be reflected in the price tag of the shelves.
Many sports brands have been crazy to pay for celebrity endorsements. In advertising, Decathlon is a “ghost ghost.†In order to save money, it rarely advertises.
The strict control of marketing expenses is also the success of Decathlon. Into the Decathlon mall, in addition to spacious, it is unusually simple, the decoration of the money can save the province.
In the neat and clean blue tone venue, you will find that Decathlon's product packaging can also be simple and simple, one pair of shoes hanging, not even a shoe box, in order to save space, many sports clothing is rolled into a cylindrical .
Low price does not mean low quality. Why does Decathlon not get a sweat-absorbent thin T-shirt of 20 yuan per year and can sell it crazy around the world several times a year? From the design, fabric, color and other aspects of the choice, there are unique and delicate.
It can be said that Decathlon's entire industrial chain layout is not a process of “big and total†but a dynamic business layout that creates value. The entire industry chain is actually a value chain.
Among them, there are support activities such as infrastructure, human resource management, technology research and development, and procurement, as well as basic activities from marketing, logistics, production operations, and services. They turn all aspects of the industrial chain into real value creation. The strategic link.
For more than 100 years, there are 700 entrepreneurial cells in this family DNA.
Decathlon came from France and was founded in 1976 by Michelle Leke. In fact, another international retail giant, the French Auchan Group, is also its “born twinâ€.
In addition, there are well-known retail giant Filda, building materials supermarket Hua Mei, car repair shop Norauto, clothing supermarkets Kay clothing, cheap chain restaurant Flunch, etc., they all have a common "dad" - the ultimate controller The Mulliez family.
Turning the industrial chain into a value chain is the success of Decathlon. For the Muriez family behind Decathlon, the values ​​of the family are the souls passed down from generation to generation.
The picture shows Mr. Barthelemy Guislain, current Chairman of the Murières family of members
The famous French Muriez family has been passed down to the fifth generation for more than 100 years. The family has reached more than 1,200 people. Among them, there are 250 family members distributed in a number of independently operated subsidiaries of this large family-owned group company with 500,000 employees.
For more than 100 years, there have been 700 Muriez family members who have become entrepreneurs in branch companies within the family business. At present, more than 400 family members of the sixth generation of the family are also inherited in order.
Established in 1976, Decathlon, a sports retailer, and Auchan, a French supermarket chain founded in 1961, is one of the leading companies in the family business.
It is no accident that a family company can inherit a hundred years. It is not accidental, especially the Muliez family. There are so many family members who participate in and inherit the family business. They must be sure to persuade and impress their secrets.
The Muriez family has a well-known family maxim: “everyone per person (French Tousdanstout)â€, emphasizing family unity and putting people first. According to the family member Andre Muriez, it is “we have a consensus. Simply put, we insist on being transparent, brave, eager for development, people-oriented, company-first, customer first, and improving people’s quality of life. The concept is very important and it is the adhesive that connects us to each other."
This belief is consistent with the family's core values ​​and is the key to the success of the Murières family. It also made Decathlon and Auchan more glorious.
Two hundred years of wealthy situation: a defeat and prosperity
In the West, there are actually many hundred-year-old giants, but not all of them are in very good condition.
Give an example! The same is true of a century-old family, but it is in a very different situation: one defeat, one prosperity.
On February 17 this year, an explosive financial news broke out. Kraft Heinz, the world's fifth-largest food company, proposed to acquire Unilever, the world's second-largest consumer goods company, for US$ 143 billion.
Later, the offer was withdrawn. The only reason for the rejection of Kraft Heinz’s acquisition was that the British turned the “old account.†They accused Kraft of buying another hundred-year enterprise, Cadbury, in 2009, which was a less hostile hostile takeover.
Speaking of Cadbury, you may immediately think of sweet chocolate. Yes, that's right! Founded in 1824, Cadbury, an old confectionery manufacturer based in Birmingham, England, has been a century and a half since.
Due to the hostile takeover by Kraft Heinz, the Cadbury family had long lost their control of the family business. It is also a hundred-year-old wealthy. The industries owned by the French Murières family are still thriving and growing stronger.
Many people will hang a "?" here.
The Cadbury family also has its own corporate values, such as the Puritan teachings that demanded the “Quaker tradition†in the early days, prohibiting drinking, and requiring family members to work hard, treat employees well, and serve the community.
The Muliez family follows the Catholic teachings and regards “everyone and every matter†as family maxims, emphasizing family unity, respecting elders, and being responsible for future generations. It also requires family interests to be higher than personal interests. In addition, the Muliez family dislikes the capital market and only promotes the growth of the company through investment.
In contrast, differences can be seen. As far as family governance is concerned, it is also difficult for us to interpret the value of the two sides' moral level; from the perspective of corporate governance, the Muliez family family concept is more effectively integrated with its own corporate development.
Many family-owned companies inherit "card housing", and it is difficult to make reasonable choices between family and business.
A member of the Muliez family, born in 1931, the founder of the Auchan Group, Mullier.
“In each case, everyoneâ€, in a sense, the match between the inheritance culture of the family business and the governance concept of the modern enterprise is even higher. The failure of the Cadbury family lies in the lack of solidarity among internal members. After the expansion of the family members, it is "open branches and leaves," and the ownership is also more dispersed. It is not surprising that the “barbarians†have invaded once the members cannot be screwed together.
Take a Chinese enterprise "present statement", then, the old Hong Kong stock "Chinese home buyers", can become the madman of M & A madman Liu Yuxiong's mouth, mainly Hong Kong local two giants Feng Ping Shan, Li Guanchun internal disputes between the two generations of the family, and finally lead to the same end. Let the "barbarian" Liu Yuxiong get fisherman.
The Muliez family has the corresponding system and governance system to ensure the ownership control. For example, in terms of family entrepreneurship, they have a strict set of rules: Each family member must invest and must be reviewed by the Family Advisory Committee. After the passage of the family, the family will give start-up funds. The result is predictable. Well!
Others concluded that the Muriez family played a "balanced technique" of family and business. On the one hand, they have set up a complete set of internal governance mechanisms, such as the establishment of the four major core agencies: the Family Alliance Conference, the Family Advisory Committee, the Family Holding Company, and the Family Foundation.
On the other hand, in order to allow all family members to have growth opportunities, the family pays for the life and education of the members.
Members must enter the family-owned company or invest in the assessment of the family committee. Because of this, the Muriez family not only inherits the wealth from generation to generation, but also the family business or each member shows the stage of their talents. The more prosperous!
With the background of the Muriez family with its deep roots and ever-green family background, DNA with family beliefs and values ​​persists in the cells of family members. Decathlon is not yet sustainable. Is it getting stronger?
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