Taking Hema Fresh as an example, let’s look at the online and offline integrated marketing strategy!

• Introduction•

"I eat 300 lychees a day, and if I had Hema, I would eat even more." If Yang Guifei were alive today, she might sigh like this.

Hema Fresh was born in the trillion-level Chinese fresh food market. In 2016, the scale of e-commerce transactions in China's entire fresh food market reached more than 90 billion yuan, and in 2017, the scale of fresh food e-commerce transactions reached 150 billion yuan.

The relationship between traditional retailers and consumers is a buying and selling relationship centered around products and prices. As the first successful fresh food business model since Alibaba proposed the new retail concept, Hema Fresh is attempting to build a brand, a living circle that understands consumer needs and revolves around the life scenes of target consumers.

The emergence of Hema Fresh has created a new lifestyle. The fresh food business has directly entered the daily lives of ordinary people. Housewives no longer have to suffer the pain of going to the vegetable market every day. Instead, they can freely get all their ingredients in one store and easily realize the vision of "buying groceries at home". The emergence of Hema has directly affected the rising star in the fresh food industry many years later - community group buying.

Whether it is Hema or community group buying, they are all creating a new lifestyle to establish and maintain the relationship between scheduling and consumers, form a brand imprint in the minds of consumers, enhance consumer stickiness, and improve user brand loyalty.

Hema Fresh's offline stores can serve as sales outlets and can also attract offline users to consume, thereby directing traffic to online.

In general, the implementation of Hema Fresh perfectly interprets the new retail concept mentioned by "Papa Ma", where online assists online, online assists offline, offline guides users to online, and online attracts users to offline physical stores.

Hema Fresh’s stores can serve as distribution and storage bases for fresh produce, quickly identifying online sales orders and accurately sorting goods.

The difference between offline stores and online stores lies in the word "experience", which emphasizes personal experience. Traditional Chinese medicine emphasizes "observation, auscultation, questioning, and palpation". Chinese people pay attention to cost-effectiveness, especially for daily necessities such as vegetables and fresh produce. Only when you see it with your own eyes can you eat it with confidence. This is an advantage that offline fresh produce stores and other categories of stores, such as offline stores such as Liangpin Shop, cannot match.

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1. Warehouse and store integration

The core competitiveness of the new retail of fresh food is warehouse-store integration. Warehouse-store integration means turning the forward warehouse into an offline store. That is, the sales channel is here and the warehouse is also here, which saves costs to the greatest extent and ensures that the cold chain link "does not fail."

Offline retail can cover the cost of warehousing, and online gross profit can be directly converted into profit. Warehouse-store integration is not something that any fresh food player can do.

The fresh food business is all about freshness. HEMA Fresh's offline stores can transfer goods from the backend to the front desk as soon as possible, and then deliver fresh vegetables from the offline stores to users. In the fresh food competition of the "last mile", HEMA Fresh took the lead and set an example by using 3km as the delivery radius centered on offline stores, which greatly saved the cost of cold chain delivery.

Excellent representatives of the forward warehouse model include MissFresh, SF Express Best, Aixianfeng, SF Express Best, and Community Group Buying. The forward warehouse model can reduce logistics costs by half, but the real player Hema adopts the method of delivering goods directly in the store. The intelligent conveyor belts complete the large packaging bags directly in the store, and the intelligent conveyor belts then deliver the goods directly.

2. Multiple categories

With the changes in new retail relationships, traditional stores are no longer used in today's era. The single product category is the disadvantage of traditional stores. The era of "few but good" products has not passed, but consumers are becoming more and more "fickle". Only a dazzling and varied retail method can attract users who are tired of sales.

As the main scene of offline consumption, Hema Fresh stores can play many roles, but the most important one is that they can serve as Hema’s brand experience store, expand Hema Fresh’s brand awareness, and create momentum for Hema’s brand.

In terms of product categories, HEMA Fresh not only sells vegetables and fresh products, but also adds semi-finished foods, finished foods, and even launched an adult products channel "Hormone" on online channels.

Steak shops, bakeries, light meal shops, and milk tea shops are a mix of various business formats in Hema stores, and the development of multiple business formats has higher gross profit margins. Consumers can directly satisfy their dining needs in HEMA stores, including main meals, milk tea, and desserts. This can create a high degree of user stickiness, retaining consumers while also obtaining higher gross profits.

Customers who have consumed seafood in Hema stores are willing to sit down and enjoy the experience of "eating seafood in a supermarket". The "Hema Seafood Stall" relies on Hema's fresh food market, and its conversion rate is very impressive. Consumer acceptance is very high, and Hema's new retail path is moving steadily.

The spiritual connotation of new retail is category, combining online and offline, and expanding to more categories of retail gameplay around the life scenarios of target consumers. Everything starts from the needs of target consumers.

3. Radiate to the living circles of residents

Hema Fresh promotes a 3km delivery range and the concept of fastest delivery in 30 minutes. Starting from the needs of consumers, it strives to create a living circle suitable for target consumers.

From the very beginning, HEMA chose to move into regional shopping malls that radiate to the residents' living circles. The categories of products sold have shown a "hundred flowers blooming" phenomenon. The main category sold is fresh food, the second category is fast-moving consumer goods, and the third category is daily necessities. The degree of completeness of the categories is comparable to that of large supermarkets, and it is worthy of the title of "large fresh food supermarket."

Hema has not only proven its title of "large-scale fresh food supermarket" through its own actions, but many of its stores are directly set up inside traditional shopping malls. Not only do they have huge customer traffic, but they can also radiate to many surrounding communities, bringing only benefits with no harm.

Using small circles to drive large circles is the vision of every offline store of a chain brand. Through the multi-point layout of offline stores, small circles will gradually form large circles, thus forming a circle of life.

Based on the insight into consumer needs, both Hema and community group buying strive to provide as many categories of goods as possible within a small living circle to meet the needs of consumers within the circle. Thereby, consumers' daily life consumption is firmly "locked" within the circle, and through the evolution of small circles, the ultimate goal of forming a large circle of fresh food is achieved. The competition to complete the "last mile" depends not only on delivery time and store circle scope, but also on product diversification and a brand starting point that understands consumer needs.

4. Membership system

Costco, the recently popular second largest retailer known for its membership system, has long established a socialized marketing system based on its membership system with user thinking and traffic thinking.

Hema, which was founded long before Costco came across the ocean, grew up in an era of rapid development of the Internet. Backed by Alibaba, it responded to the call of new retail and launched a precise membership management system "Hema X Membership Plan", which integrates online and offline super user systems in an effort to enhance the brand's user stickiness and offline store service experience, stimulate potential consumers' shopping desire, and increase consumer purchasing activity.

Consumer demands in the new retail era are different from those in the traditional era. Consumers have long scoffed at the traditional membership system. Having fallen into the trap of the traditional membership system, they have become afraid of the ropes once bitten. Therefore, the membership system in the new retail era should be more humane, and membership plans should be launched based on insights into the real needs of consumers.

The membership system in the new retail era includes exclusive product recommendations, targeted discounts, after-sales service that solves problems as they arise, personalized product interface customization, convenient and flexible delivery methods, etc., which are different from the traditional membership system services.

5. Create atmosphere

Traditional supermarkets will display a lot of goods during holidays, and the new retail "number one player" Hema Fresh is also inevitably "falling into the cliché". It looks a little out of place, and HEMA's classic blue and white color scheme doesn't seem to match the stacked goods.

But the seemingly incompatible combination of coldness and festivity is actually intended to create a lively atmosphere for the shopping mall. The display of promotional items in piles is an indispensable means to enhance the atmosphere of the shopping mall.

The leaders of community group buying are very good at creating an atmosphere in the group. Not only do they catch up with the hot spots of the trend in the Internet era, but they also have channels for young people to obtain news, making the atmosphere in the community group buying group very lively. Indeed, operating a community group buying business depends not only on the strength of the front-end supply chain, but also on the "strong atmosphere" created by the group leader.

In a community, there are always several group leaders who are "fighting openly and secretly". It is also a very important job for the group leader to manage his own circle of friends and create an atmosphere in the group.

Text | PR Home Author | Clockwork Brown