英文关键词:
Hypermarket, Digital Transformation, Capability Reconfiguration, Business Model, Innovation
中文摘要:
本案例描述大润发在网络零售冲击下,从 2013 年至今不断进行数字化转型、重构的波折历程。该企业源于润泰纺织集团 1997 年在流通领域创设的一家大型连锁量贩企业。在 CEO 黄明端的带领下,大润发不断学习、模仿、创新,于 2010 年成为内地大卖场业态的冠军。但随即出现了营业收入增速的拐点, 2013 年进军电商自建飞牛网,无奈连年亏损、模式无法跑通,最后黯淡关闭。大润发痛定思痛,决定积极拥抱互联网平台进行强强联合, 2017 年底阿里巴巴注资开启战略合作,在其协助下完成了数据中台建设、全面上云、智能组织搭建以及大卖场的数字化改造与重构。 2019 年、 2020 年又进一步在数据驱动下,进行了盒小马、中润发、小润发、 E 路发、飞牛拼团、驿发购等多组创新业务与业态的不断实验与迭代。大润发的数字化转基因之路,对当前苦苦挣扎的传统大型商超企业如何应对互联网冲击、进行数字化转型、获取新的流量、重构企业核心能力具有较强的借鉴意义。
英文摘要:
This case describes the twists and turns of RT-Mart\'s continuous digital transformation and reconfiguration since 2013 under the impact of online retail. The enterprise originatesd from the business created by Ruentex Group in 1997 in the circulation Industry. Under the leadership of CEO Huang Mingduan, RT-Mart has been learning, imitating and innovating constantly, and in 2010, RT-Mart became the champion of the mainland hypermarket. But then there was an inflection point of operating income growth. In 2013, it entered into the self-built Feiniu.com of e-commerce, but lost money for years, and the model could not run through, and finally closed down. RT-Mart decided to actively embrace the Internet platform for strong alliance. At the end of 2017, Alibaba invested to launch strategic cooperation. With its assistance, RT-Mart started the construction of data center, comprehensive cloud, intelligent organization construction and digital transformation and reconfiguration of hypermarkets. In 2019 and 2020, further driven by data, it carried out continuous experiments and iterations of multiple groups of innovative businesses and formats, such as He Xiao Ma, RT-Super, RT-Mini, E Lu Fa, Feiniu group buying, Yi Fa Gou, etc. RT-Mart\'s digital transgenic road has a strong reference significance for struggling traditional large supermarket enterprises on how to cope with the impact of the Internet, carry out digital transformation, obtain new traffic, and reconfigure their core capabilities.