1. Location layout strategy of 7- 1 1 Opening new branches in target cities and regions is a common method for all chain enterprises. The distribution of 7- 1 1 chain stores in the United States was not concentrated before 1994, and its strength was relatively scattered. From the perspective of logistics decision-making, many points are long, logistics costs are high, and the default scale advantage. During the period of 1994- 1997, the company closed several isolated branches. Now, the company mainly establishes new stores in areas where chain stores already have a high distribution density. The location strategy of 7- 1 1 is to open a new branch in the target area, form and improve the distribution density, and integrate logistics needs such as warehousing and transportation, from which enterprises have benefited a lot. 7- 1 1 company's logistics location strategy has great enlightenment to the development of convenient chain stores in China. In order to pursue "cheap sales", supermarkets competing with convenience chain stores are expanding in scale, and it is increasingly difficult to gain a foothold in crowded residential areas. At the same time, the high land rent in crowded urban residential areas is not conducive to reducing the cost of supermarkets, making supermarkets farther and farther away from residential areas, causing great inconvenience to consumers, and consumers will not drive to the supermarket to buy several necessities. Convenience chain stores are located near residential areas, and consumers can walk to the store in seven or eight minutes or ten minutes. The customers of convenience stores are mainly residents with a radius of about 500 meters. In a target area, coverage is formed within a certain service radius, and the warehousing logistics distribution system is integrated to form economies of scale. Convenience chain stores in various parts of China are developing rapidly. We can learn from 7- 1 1 company's experience and practices in site selection and location, and densely distribute points in target areas to prevent one-sided pursuit of comprehensive coverage and excessive operating and logistics costs, which will easily lead to unsustainable operation. For example, Anhui Huadian is distributed in all cities in the province, and some small and medium-sized cities are densely distributed, which has advantages in competition and good business performance; However, in a big city like Hefei, the management effect is not ideal because of the low coverage. If we learn from the experience of 7- 1 1 company, we will shrink the front line decisively, focus on business performance, and form dense distribution in key target areas, which will certainly achieve good results. The dense distribution of convenience chain stores provides the possibility for intensive logistics path. In fact, for the retail industry, China's current logistics service level is more or less determined by upstream commodity producers and distributors in a short time. Changing their management consciousness and methods is undoubtedly more difficult, more complicated and longer than the enterprise itself. This scenario is similar to the environment in which Japan 7- 1 1 built its logistics system. To this end, 7- 1 1 changed the logistics operation mode that was delivered to stores by a number of special wholesalers in the past, and instead, window wholesalers in various regions collected similar products produced by manufacturers in the region and distributed them to stores within their jurisdiction. Second, the distribution center has become a magic weapon to win. 7- 1 1 The company also transforms the intensive logistics path into a logistics * * * distribution system, that is, according to different regions and commodity groups, it forms a * * * distribution center to collect goods in a unified way and then deliver them to stores. Generally, the geographical division is 35km near the business circle of the central city, and other local markets are 60km in Fiona Fang. Distribution centers are set up in each area to realize high-frequency, multi-variety and small-unit distribution. * * * After the implementation of logistics, the number of transport vehicles received by its stores dropped from more than 70 to 12 every day. In addition, this practice enables * * * and distribution centers to fully reflect the information of commodity sales, transit and inventory, and 7- 1 1 gradually grasp the leading position of the whole industrial chain. In the case of increasingly fierce price competition in chain industries, 7- 1 1 has won considerable space for the improvement of overall profits by reducing costs. The distribution center of 7- 1 1 company has a computer network distribution system, which is connected with suppliers and 7-1stores respectively. In order to ensure uninterrupted delivery, according to past experience, the distribution center usually keeps inventory for about 4 days. At the same time, the computer system of the center will regularly receive the inventory reports and demand reports of various stores every day, and the distribution center will analyze these reports in a centralized way, and finally form orders sent to different suppliers, which will be delivered to suppliers through the computer network, and suppliers will deliver the goods to the center within a predetermined time. 7- 1 1 After receiving all the goods, the distribution center will separately package the goods needed by each store and wait for delivery. Early the next morning, the delivery truck will file out from the distribution center and choose the road to deliver the goods to the shops in its own area. In this way, the whole distribution process is repeated every day, ensuring the smooth operation of 7- 1 1 chain stores. The advantage of the distribution center is that it can grasp the data of goods in transit and inventory at any time, and can also grasp the financial information of suppliers. These data are very important for a retail enterprise. Have their own distribution center, 7- 1 1 can negotiate prices with suppliers. 7- 1 1 will hold regular pricing negotiations with suppliers to determine the prices of most commodities in a certain period of time in the future, including the freight and other expenses of suppliers. Once the price is determined, 7- 1 1 will save you time and money. With the expansion of stores and the increase of goods, the logistics distribution of 7- 1 1 is becoming more and more complicated, and it is imperative to subdivide the distribution time and distribution type. Taking 7- 1 1 in Taiwan Province Province as an example, the province's logistics distribution is divided into four categories: publications, normal-temperature food, low-temperature food and fresh food. Distribution centers in different regions need to deliver different frequencies every day according to the characteristics and needs of different commodities to ensure the freshness of food and attract more customers. Freshness, immediacy, convenience and no shortage are the biggest characteristics of 7- 1 1 distribution management and the biggest selling point of 7-1/store. Like the distribution method in Taiwan Province Province, Japanese 7- 1 1 also established the distribution system according to the preservation temperature of food. Japan 7- 1 1 classifies food as: frozen (MINUS 20 degrees Celsius), such as ice cream; Slight cold type (5 degrees Celsius), such as milk, lettuce, etc. Constant temperature type, such as canned food, beverage, etc. Warm temperature type (20 degrees Celsius), such as bread and meals. Different types of food will be distributed by different methods and equipment, such as various insulated trucks and refrigerated trucks. Because refrigerated trucks often open and close the doors when loading and unloading goods, it is easy to cause the change of compartment temperature and the deterioration of refrigerated food. 7- 1 1 also uses two wagons to solve this problem. The temperature change in one compartment will not affect the other compartment, so the food to be refrigerated can always be transported at the required low temperature. In addition to distribution equipment, different foods have different requirements for delivery time and frequency. For foods with special requirements, such as ice cream, 7- 1 1 will bypass the distribution center and be directly pulled from the factory door to each store by the delivery truck three times in the morning, noon and evening. For general commodities, 7- 1 1 implements the system of three deliveries a day. General food produced the night before is delivered at 3:00-7:00 am, and special food produced the night before is delivered at 8:00- 1 1am, including milk and fresh vegetables. The dishes cooked in the morning are delivered from 3 pm to 6 pm, so the frequency of delivery is three times a day. In order to ensure the supply of all stores is foolproof, the distribution center also has a special distribution system to cooperate with three times a day. Every store will encounter some special circumstances at any time, leading to shortage. At this time, you can only call the distribution center for emergency, and the distribution center will use the safety stock to deliver the goods to the store urgently. If the safety stock is also exhausted, the center will seek urgent needs from suppliers and send them to the out-of-stock stores at the first time. Building a regional logistics distribution center is the basic choice of community convenience chain management mode. Unified supply in the distribution center fundamentally solves the problems of limited varieties, difficult guarantee of commodity quality and relatively high commodity prices caused by small area and limited number of convenience stores. The community facilities in big cities in China are relatively perfect, and governments at all levels regard the construction of community convenience chain as one of the practical things for the people and give them policy support. The distribution center of community convenience chain is relatively perfect and powerful. For example, according to Beijing's unified regulations, community convenience chain stores are not allowed to make and process breakfast on the spot, but must concentrate on making and distributing, and the government gives each store a one-time policy subsidy of 8,000 yuan. In a large number of small and medium-sized cities, because of the slow development and single function of chain convenience stores, the local government's policy support is relatively small, and convenience stores are mostly developed from grocery stores in the past, so enterprises cannot build distribution centers with perfect functions and their ability to serve the community is weak. It is estimated that with the giant crocodiles of foreign supermarkets landing in China, the competition of domestic supermarkets will be more intense, and more domestic large enterprises will further tap the huge market of community convenience stores, compete with supermarkets on the basis of market segmentation, and make full use of the advantages of community and convenience. At this point, the successful experience of 7- 1 1 can provide a good reference for the construction of regional and urban logistics distribution centers. 3. Take advantage of convenience chain stores and actively develop logistics services. Online shopping will undoubtedly become the main way for people to shop in the future, and e-commerce will also be the main way for retail enterprises to sell. However, the development of e-commerce is still restricted by many factors, such as payment problems, logistics problems, consumer doubts and so on. , especially the logistics problem. How to deliver online shopping goods to consumers quickly and accurately has become the key to the success of e-commerce. Indeed, in the information age, due to the digital transformation of information flow and capital flow by IT technology, they can roam freely in any corner of the world. At present, the most troublesome thing that cannot be solved by information technology alone is the physical flow of goods, which has become the biggest bottleneck in the development of e-commerce in the new economic era. Convenience stores located downstream of logistics have unique advantages in this respect. Because they are widely distributed near residential areas, they have become the best pick-up points for online shoppers. 7- 1 1 convenience stores in Japan have fully realized the new profit growth point of convenience stores-logistics services. With the launch of the e-commerce plan, the market expansion strategy has rapidly shifted from pure retail to logistics, and its powerful retail network and distribution function have been used to provide logistics services for online stores. For example, 7- 1 1 convenience stores cooperate with others to open online bookstores, more than 8,000 stores and 53 book distribution offices, which effectively guarantee the timely ordering and distribution of books and greatly reduce the cost of setting up these necessary facilities. In addition, in the nearest 7- 1 1 store, it is not only convenient to order, take books and pay, but also allows many customers who are still worried about online payment to buy books with peace of mind. According to the survey, 93% of customers want to pay, check out and get books at 7-1/store, which means that the development of e-commerce has not changed consumers' trust in regional stores, but has brought more business opportunities to regional stores. Now Japan's 7- 1 1 convenience store has taken on the logistics problems of Japanese e-commerce. Customers order goods through the internet, wait for the merchants to send the goods to the nearest convenience store, and then pay in person to take the goods away. This way seems strange, but it is in line with the actual situation in Japan. Convenience stores are very popular in Japan. No matter where you live in Japan, you can find a convenience store nearby to pick up the goods you ordered online. 7- 1 1 Japanese company is the largest convenience chain store in Japan. In urban areas, most people can find a 7- 1 1 convenience store within a 5-minute walking distance from home, and customers can choose any nearby 7- 1 1 convenience store to pay for their goods. Therefore, 7- 1 1 convenience store naturally plays the role of logistics, and the development of this emerging market will make it the biggest winner of online shopping in the information age. The experience of 7- 1 1 is to use its rich network resources to develop value-added services and create new profit sources for convenience stores. In contrast, the function of domestic community chain stores is relatively single, and the single business format weakens the adaptability of community convenience stores to the market and simplifies the relationship with community service objects. At present, some large community convenience chains have begun to learn from the successful experience of 7- 1 1 and actively provide value-added services to the community on the basis of the original business format. For example, the convenience store in Shanghai has become an all-around convenience store selling football tickets, collecting telephone charges and gas charges by network cards, and has become a private housekeeper of community residents' lives. Fourth, the use of modern information technology to transform the traditional retail industry 7- 1 1 The company was founded only 1973, but by the mid-1980s, it had replaced the old POS (point of sale); Real-time information management system (POS: point of sale) for monitoring sales; By 1992, the information technology system has been updated four times; The biggest update is in 1995. 7- 1 1 The company's information management system has brought it four advantages: First, it can monitor the changes of consumers' needs, which is very important for the development of enterprises. Because in the information age, the nature of competition has changed. In the past, merchants pushed goods to consumers, but now enterprises are pulled away by consumers' needs. In such an external environment, the main battlefield of competition has shifted to various convenience stores-the interface between business operations and customers. Second, the company can use the obtained sales data and related software for quality control, reasonable pricing and product improvement. With such an advanced system, 7- 1 1 company can get the sales information of all its branches three times a day, and the analysis results can be obtained in about 20 minutes. In this way, the company can quickly know which goods or packaging are more popular with customers. Third, new systems and technologies can help companies predict daily market trends. Nowadays, consumers' hobbies are changeable, so the life cycle of products is greatly shortened. Some products can only exist for a few weeks or less. For example, the main products of these convenience stores, such as box lunch, sandwiches and rice balls, should be replaced frequently. Fourthly, the advanced information management system can also improve the efficiency of the company's supply chain and make the order turnover faster. In the past, orders were placed at ten o'clock in the morning, and the goods were received after four o'clock in the afternoon. Now it can be completed in seven minutes. 7- 1 1 The company is paying close attention to how some international competitors use the Internet, and is also trying to use the Internet to reduce the annual daily management costs. 7- 1 1 It also plans to install the e-commerce software of Ariba, an American sales and procurement software company, and purchase a large number of electronic office equipment. Because they realize that networking is the correct direction and inevitable trend of chain operation. Transforming traditional industries with modern information technology is a basic industrial policy of the country, but there are many obstacles to promote modern information technology in a wide range of retail business formats. To break through the obstacles and bottlenecks, we must introduce powerful large-scale commercial enterprises to engage in the development of community retail business format, because modern information technology is characterized by informationization, networking and automation, and needs a lot of capital investment. Large commercial enterprises can complete the layout of regional convenience chain stores in a short time and quickly form a retail network. Strong financial strength ensures the investment in information technology and makes the application of modern information technology possible.
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