Walking into the core business district of any city, you will probably notice a change: new shopping malls are not opening as fast as before.

Shopping malls are shifting from incremental expansion to stock games. The head business district continues to siphon passenger flow by relying on its location advantages and brand potential, while traditional shopping malls with aging business lines and converging business formats are facing increasing operating pressure.

Today, as shopping contacts continue to be enriched, every offline retail store must face a reality: In addition to selling goods, what else can the store do for consumers?

Faced with this change, Watsons tried to give its own solution to the situation. Watsons, which had earlier made it clear that it would renovate 1500 stores this year, has achieved certain results. Recently released results show that Watsons 'China market recorded revenue of HK$7.117 billion in the first half of the year, a year-on-year increase of 7%. It is worth noting that year-on-year store sales achieved a positive growth of 4.3%, which directly reflects the improvement in store profitability in the first half of the year.

After the optimized store network, Watsons continues to roll up the experience, giving stores a new "way to open."

When consumers are willing to pay for the "experience",

How can we fully release store value?

When online channels can meet most standardized shopping needs, the competitiveness of offline stores no longer comes from "complete products", but from "displaying" a lifestyle and an aesthetic experience. Cultural tourism check-in, trend curation, immersive experience... Continuously creating more "irreplaceable experiences" through new scenarios is becoming a real source of attraction for offline space.

In recent years, Watsons has explored more possibilities for offline retail by building different forms of stores. For Watsons, which has a huge store network, achieving differentiation based on scale means allowing each store to assume more precise functional positioning, so that the value of the overall store network can be more fully released.

Watsons 'first Watsons Studio concept store in Shanghai Global Harbor is a vivid epitome of its in-depth exploration of store value in the first half of the year. This store breaks the standardized brand shelf display, but sets up a new moving line for the store based on the shopping preferences and product use steps of young customers at Global Harbor. From internal maintenance to external makeup, it integrates health management, skin care, body care, makeup, and hair design into a complete "beauty path", making the shopping process an immersive experience.

Tailoring the store shape for the mall is a bold exploration by Watsons-flexibly adjusting the product mix, service content and spatial design based on the customer portraits, consumption habits and scene characteristics of the business district, so that the store can truly integrate into the surrounding business ecology.

When stores walk into cultural and tourism landmarks, this integration has a deeper expression. The "Watsons Pharmacy" retro-themed flash store located in Han Street, Chuhe, Wuhan, is based on early pharmacies and transforms the story of Watsons 'accumulated in its 185-year history into consumers who are willing to come in, take pictures, and share it. Offline traffic. The store display design with its own "social currency" attributes transforms the brand memory into check-in content that young circles are keen to share, and also makes the store itself a part of the local cultural tourism experience.

If the above is based on local exploration based on spatial form and customer base, then Watsons is also expanding the boundaries of stores from the category dimension. It is reported that Watsons will continue to make frequent moves on "rolling experience" in the second half of the year, and will also explore a new generation of big health stores during the year to lead more healthy consumption experiences.

With new services and new categories,

Enhance store appeal

If the differentiation of store space supports "face", then the upgrade of services and categories is to reshape the attractiveness of stores in terms of "lining".

The popularity of the concert economy in the past two years has continued, and the scale of surrounding consumption driven by this has also continued to expand. For many young audiences, the experience of the concert does not just stop at the moment when the music plays. Carefully designed makeup and hairstyles are not only a way to integrate into the atmosphere, but also an important part of social sharing.

Watsons quickly captured this demand and transformed "concert makeup areas" in stores in multiple cities. Professional makeup artists provided one-stop styling services such as makeup and hair editing based on the concert theme and artist colors. Transform the store from a place to purchase goods into a supporting space for urban entertainment and life. This practice of binding services to viewing scenes has aroused the enthusiasm of young consumers to enter the store to a certain extent, and has also achieved two-way growth in passenger flow and cosmetics sales.

Scenarios and services solve consumers '"why come" question, while categories answer "why come again". Relying on the brand's accumulated supply chain capabilities and quality control standards in the health field, Watsons has also introduced a series of new categories covering daily life needs: home cleaning, health food, etc., expanding its product line to more daily healthy living scenarios. These categories do not simply add goods, but complement the original beauty care, extending the store's contact point from "becoming beautiful" to "healthy living".

From customized spatial forms, to services embedded in urban life nodes, to category extensions that cover healthy daily life, Watsons is using a series of actions to make stores no longer just a trading venue, but a place where consumers are willing to come specifically., a life destination that is willing to stay longer and willing to come back next time.

Behind the store strategy,

It is the reshaping of offline space and the return of value

In the past, stores were places where goods were displayed and sold, so the number and area of stores determined the upper limit of their capacity to carry goods. However, nowadays, online Mini programs have almost unlimited "shelf" space, which can allocate part of the functional tasks of "product display" in stores, making zero

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Source: 品观网 (https://www.pinguan.com/)

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