Reading psychological warfare in retail: the secret of Suzuki Wenmin's success: don't consider the customer, but think from the customer's standpoint. This sentence deeply touched me. After working in the retail industry for nine years, I was told that the company's service philosophy is: everything starts from customers and everything satisfies customers (friends who are familiar with this sentence know where I work). Many times, when we do marketing planning, brand adjustment and commodity service, we all feel that we are working hard for the sake of our customers, but they don't buy it and don't appreciate it. Sometimes, when we become consumers, we feel that we don't feel good about humanized shopping and humanized service. Actually, this is what Mr. Suzuki said. After all, we are on the seller's side and have not found the real needs of consumers.
Retail Psychology continues the popularity of Japanese writers in the past. This book has four chapters. From content, I think it can be divided into three parts. The first part is about innovation and change, the second part is about consumer analysis, and the third part is about seller's market. Now many enterprises are talking about innovation, but a few enterprises have really achieved innovation, and many times they are innovating for the sake of innovation. 7-eleven can constantly put forward suggestions to break the reservation harmony, which makes customers feel expectation and surprise. Sponsors themselves must actively seek unexpected inspiration in their daily lives, and innovation does not necessarily require all elements to be brand-new. The real competitors of enterprises are not peers, but rapidly changing customer needs. As salespeople, we must seize the needs of customers and constantly add value to them in order to achieve extraordinary sales.
Compared with five years ago, the retail market is very different now. We feel that business is not good for two reasons: one is the increase of competitive shops, and the other is the increase of online shopping. In fact, these two reasons are from the seller's point of view. We say that the number of surrounding shopping centers has increased and the brand homogeneity is high, which has caused serious customer diversion. However, from the customer's point of view, in the era of material shortage, the seller only needs to prepare the goods in the store and wait for the customers to select the goods they need. However, in the era of material surplus and consumption saturation, sellers must meet the needs of customers, take the essence and discard the dross, and provide customers with products with recommended value. Mr. Suzuki's point of view points out the direction for brand adjustment from the customer's point of view. Now the real economy is greatly impacted by the network, and there are even remarks that online stores will definitely replace the real economy. Shopping malls are also conducting O2O to develop omni-channels. We think that many people buy it in online stores because it is cheap, so our response is to push a unique model, that is, online stores can't buy this style. What Suzuki thinks is that in the face of the arrival of the Internet era and the popularity of omni-channel retail, consumption itself has not changed, but a new shopping choice has emerged. Subsequently, Ito launched an online supermarket, where consumers can buy goods at home and deliver them to their doors. The staff on duty in the supermarket choose recommended goods for customers with the confidence of shopping experts. For customers, it can not only get selected products but also save time; For merchants, it can show consumers the advantages of physical stores more clearly.
Therefore, this book has a real insight into the nature of the retail industry, and its views and analysis are in place, which has also changed some of my previous concepts. I think all my colleagues in the retail industry should read the book Retail Psychology.
Understanding from reading Psychological Warfare II in Retail: With the seller's market changing into a buyer's market, the era of increasing sales solely by price is gone forever, and customers are more concerned about whether products and services have a reason to buy. Therefore, the seller must think about why customers buy and find the hidden needs of customers in order to do it? You can sell anything well. .
The book Retail Psychological Warfare: Think from the customer's standpoint instead of thinking for the customer's sake has sold millions of copies in Japan. Suzuki Wenmin, the founder of 7-Eleven, combined more than 40 years of retail experience and the successful case of 7- 1 1 in the retail kingdom to reveal the inner secrets of customers and tell the secret of doubling sales!
Why do customers buy?
In the era of material surplus, all consumers are there? Full? State, they will only buy what they like, or break the routine, in? High quality? And then what? Is it convenient? A product that shows new value. So, when did the consumer's purchase intention come into being? In other words, it refers to the consumer's purchase purpose and motivation.
I asked the same question when I interviewed Niu Wa Hui, a marketing writer who is good at gender criticism and is very familiar with consumers' buying behavior. Has she used it before? A person's market herbivore is a man? The market analysis written in such words has been unanimously discussed by the society. According to Hui, although the same? 100 million people are middle class? Compared with the period (referring to the period when there were not too many super-rich people and basically no destitute classes in Japan for a long time), the class differentiation in Japanese society is becoming more and more obvious, but in fact, people of all classes have the same view on money, that is? Just want to spend money where you want to spend it, and try to reduce consumption? . She summed up this phenomenon as? Spontaneous consumption? . For example, when people buy dishes, they will either go to a hundred-dollar store or choose from high-end specialty stores according to their lifestyle and mood of the day. Similar differentiated purchase methods have become the mainstream mode of consumption today.
What interests me deeply is that customers have also adopted PB products (own brands) in the circulation industry. Spontaneous consumption? , showing different consumption patterns, such as buying 7-Premium series side dishes on weekdays and choosing 7-Gold series quality products on weekends. When consumers buy 7 gold products, they are more inclined to produce NB products than to shop around? Is this the reward for a week's hard work? Psychology. This kind? Spontaneous consumption? This case deserves our attention. The root cause is that consumers want to spend their weekends comfortably, so they tend to spend more time on weekends. Self-rewarding consumption? Realize? Slightly extravagant? .
Need a reason to buy.
So, why do modern consumers tend to? Spontaneous consumption? With what? Self-rewarding consumption? And then what? I think this is because consumers are looking for reasons to support their buying behavior. The rationality of choice? . If you want to ask what consumers buy, the answer is the value of the product. 7- The quality of gold is good, but the price is not cheap. But will consumers pass? Today is a rare weekend. Is this the reward for a week's hard work? And other reasonable reasons to justify the purchase.
I have had an in-depth discussion with Professor Kazuo of Ritsumeikan University School of Management about this psychological characteristic of modern consumers. She also agrees with me. Professor He Zi's research direction is behavioral economics, which is an organic combination of human behavior analysis theory and psychological theory, also known as emotional economics.
Consumers? Rational economic man
Orthodox economics assumes that people are? Rational economic man? That is, everyone can calculate the gain and loss and probability economically and reasonably, and make decisions that are beneficial to their own interests on this basis to ensure the maximization of their own economic interests. The hypothesis of rational economic man excludes psychological and emotional factors.
But it doesn't exist in real life? Rational economic man? . For example, many smokers find it difficult to quit smoking, even though they understand that smoking is harmful to health; Or spending 10000 yen is the same, and the psychological feeling of spending all on clothes and eating is different. It can be seen that people can't always make reasonable judgments. Therefore, in recent years, behavioral economics, which focuses on psychological and emotional factors, has attracted more and more attention.
Before behavioral economics was widely concerned by the public, I repeatedly stressed in many public occasions that in the face of modern consumer society, we should not only rely on economics to analyze, but also use psychological knowledge. ?
Professor Kazuko analyzed that spontaneous consumption? With what? Self-rewarding consumption? From people? Avoid losses? Psychology (loss aversion). People often don't treat gains and losses equally. Under the same amount, the loss brings people more feelings than gains. The same is 1 10,000 yen. Compared with the happiness and satisfaction of 1 10,000 yen, the pain and regret of losing 1 10,000 yen are more unforgettable. Therefore, people's behavior is always strongly inclined to avoid losses. This is called in behavioral economics? Loss avoidance? .
Professor Kazuko explained:? When the future of the times is uncertain and full of uncertainty, people don't want to lose what they have now, and the psychology of "avoiding losses" will become more and more common. However, this does not mean that people are unwilling to spend, but they are increasingly eager for a reasonable reason to promote their purchase behavior, that is, to seek a "legitimate reason for consumption." For example, buying luxury goods is a reward for your hard work for one year; For example, for the health of your family, you should choose high-quality food even if the price is expensive; Another example is dressing up cute pets, buying beautiful clothes and so on. ?
These examples show that customers' consumption is no longer limited to the product itself, but gives more meaning to consumption activities. In other words, when a customer finds a reason to rationalize consumption or a factor to convince him, his consumption behavior is no longer a simple purchase? Things? , but more like buying? An event? . For example, buying 7 gold series is not for the product itself, but as a reward for your hard work for a week; The purpose of buying high-priced and high-quality food is to pay more attention to the health of family members.
To borrow Niu Wahui's words, what modern consumers consume is not the product itself, but what they value has triggered their consumption behavior. Maybe? Spontaneous consumption? With what? Self-rewarding consumption? Is it a symbol? Shopping? The times are starting to move? Shopping? Time magazine.
Therefore, it is not so much a product that consumers clearly need, but rather a product that suddenly germinates when customers shop in stores? I've been looking for it? Potential demand and willingness to buy products. So-called? A thousand dollars is hard to buy, okay? At this time, most customers will take out their wallets without hesitation.
The richer the society and the richer the material, the more customers want to find reasons to rationalize their consumption and persuade them to choose. Spontaneous consumption, self-reward consumption? With what? Event consumption? There will be more and more. Faced with this situation, sellers should comply with customers' needs and strive to provide customers with reasonable consumption reasons and convincing choices.
Psychological warfare experience of retail reading: I wanted to buy a book, but JD.COM held an activity and bought seven books at once, so I bought them and read them slowly. This week's plan is completed. After reading the book Psychological Warfare in Retail, I feel the spirit and successful method of 7-eleven. Let's tidy up.
Since 7-eleven is a convenience store, my friend didn't recommend me to buy this book when I first bought it, because it had nothing to do with the game industry I was engaged in, but I saw the subtitle of the book? Don't think about the customer, but think from the customer's standpoint? Isn't this user-oriented thinking? As long as it is for the sake of users, it has something to do with me playing games.
Reading the whole book proves that my choice is correct. The development experience of 7 1 1 and the various classic cases of 7 1 1 written by President Suzuki Wenmin all coincide with the Internet thinking.
Market research-differentiated competition
During the establishment of 7 1 1, all kinds of large supermarkets were spread all over the country, with rich and comprehensive products. But 7 1 1 at that time, the store was small and there were few products, so it was impossible to compete with it from the front. So what is the slogan that President Suzuki Wenmin played at the beginning of 7 1 1? It's good to have 7- 1 1. It's convenient all year round, isn't it? Due to the accelerated pace of life, people work and rest later and later. This slogan hit the demand of many people shopping late at night at that time, and it was also in line with the convenient positioning of the store. From the user's point of view, I actually want a place where I can buy things when I am hungry in the middle of the night. It doesn't matter how many things you have, as long as you can buy what you want. Never catch the second loach, followers will never surpass the founder, and only destructive innovation can win the market and win users. The golden bread launched by 7 1 1 is not based on past experience in the market, but has achieved unexpected and amazing results through a destructive innovation.
At that time, the competitive thinking of anti-virus software was nothing more than constantly updating the virus database and then selling the software at a discount. This lasted for a long time, until 360 appeared-an anti-virus software without a strong virus library, which could not kill many viruses, but quickly became the first in the market with its free. This is also a typical case of destructive innovation.
User Portrait-Precision Marketing
Knowing what market to do, then the next step is to look at the user characteristics of this market. 7 1 1 employees mainly get the characteristics of users' needs through communication with users and current hot news and weather. For example, when they know that the weather will be fine the next day, the person in charge of purchasing will assume that the number of people going fishing at the seaside will increase, and these fishing users need some food that can be stored well. When the weather is fine the next day, they will need some food that can be stored well. There are countless cases like 0000000606 7 1 1, and the way to grasp the characteristics of users is to put themselves in the position of a related user and experience the whole shopping process and shopping needs.
The needs of users are constantly changing. Only by constantly following up and understanding users, collecting user feedback and improving user satisfaction can users fall in love with your products and stay in your products.
Product Operation-Version Iteration
Because many products in convenience stores belong to fast-moving consumer goods, users will like a new product as soon as you launch it. The general seller's idea is to immediately increase the output and inventory of products and carry out large-scale sales. While 7 1 1 is the opposite. They think that under the present circumstances? Pencil type? In the era of consumption, users' love for a product lasts for a short time. When you increase inventory sales, users may get tired of this product and prefer other products. Therefore, 7 1 1 has always insisted on constantly innovating products, and even set up an innovative product department, which is not controlled by any existing leader, and there is no leader to guide the department, so that products can be continuously innovated without being influenced by past experience.
Of course, if we constantly want to play different types of games, it will certainly be very labor-intensive. But from another perspective, if our newly launched game system is strongly supported and loved by users, should we return to our original heart, abandon the experience continuation of successful systems, rethink what users want and realize continuous innovation of versions? Some people also say, never invent the wheel, just innovate. On the contrary, if you invent the wheel, you will be one step ahead in the market.
Sustainable management-brand building
The so-called brand building refers to combing and clarifying the meaning and essential value of the brand and spreading it in an effective way. 7 1 1 First, the meaning of the brand was clarified, and the brand advertisement was launched in the 30th anniversary? 7 1 1 What is it to you? Every user has his own answer, which not only makes users think about the influence of the convenience of 7 1 1 on their own lives, but also strengthens the brand image of 7 1 1 in their own hearts, thus establishing a deeper loyalty to 71.
Because the game needs to rely on users to support the whole system, when the number of users accumulates to a certain extent, qualitative changes will occur. This user point is called the tipping point. After reaching the tipping point, the game enters the stage of narrative development. At this time, in addition to the operation in the game, it is also necessary to build the brand of the game, clarify the emotional experience that the game can bring to users, and convey this concept to players in various ways. Maybe the player didn't download the game in time, but when the player wants to experience that emotion, he will download your game first.
finally