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A new example of retail digitization! Dmall of Dmall Group helps Macrolink's online sales account for 30%

AInvestThursday, Jul 18, 2024 3:00 am ET
2min read

In the current context of fluctuating consumer trends and rapidly changing traffic, many retailers have achieved new growth by integrating online and offline operations.

At a recent business talk show, Chen Zhiyu, director of Dmall and vice president of Makro, said that in the past year, Makro's online sales accounted for 30% of its total sales through its Makro app, and its online sales were profitable.

He explained that Makro achieved its online and offline integration through the Dmall OS, which unified its online and offline membership, products, supply chain, promotions and prices, daily management and inventory. It also used big data analysis to understand customers' purchasing habits and monitor supply chain in real time to provide personalized services to customers.

"The core of a membership store is to provide the most appropriate solution for its target customer group." Chen Zhiyu pointed out that digital customer management, intelligent supply chain management, real-time communication and collaboration, and intelligent risk management, including digital services, are all aimed at better understanding customers and improving customer satisfaction.

As a digital transformation partner of Makro, Dmall helps Makro better understand the needs and market trends of Chinese consumers and promote the development and innovation of its own brand products through its strong member portrait and big data analysis capabilities. For example, the popular self-brand abalone fish, wax chicken, and other products such as the 30km range of fresh seafood and silver eel selected by Maily Selection and the 30km range of fresh seafood selected by Maily Selection, all have the shadow of Dmall's digital system.

At the same time, Dmall's intelligent selection system not only helps Makro plan the category structure scientifically, but also realizes the precise replacement of goods.

First, the system can manage different categories of goods in detail by integrating target group portraits and big data analysis. For example, it can classify meats into pork, lamb, poultry, etc., and score the products according to data such as turnover rate to determine the selection list. This greatly improves the selection efficiency and avoids the bias that may occur when relying solely on experience.

Second, in terms of precise replacement of goods, Dmall's intelligent selection system can provide visual data support through analysis of online and offline users' purchasing behavior and purchasing preferences, helping Makro better grasp the changes in user demand and the real product life cycle. In this way, it avoids both the profit period of the red-hot products and the monopolization of the shelves by the "nail customers".

Take the digitalization of Makro as an example, it can be seen that when the traditional product model has failed to effectively respond to the changes in demand, it has taken advantage of the rising tide of retail digitalization to rise with the tide. A new business model with consumer demand as the core driving force is booming, leading a profound transformation and wave in the business field.

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