| With the maturity of information technology and the change of consumer concept,the development of traditional retail enterprises is hindered,and the space for the growth of offline sales is seriously insufficient.In recent years,the traffic dividend brought by the caller has gradually bottomed out,and the growth rate of online users has slowed down.In the case of insufficient development of both,new retail has become a transformation direction.Only by developing online business and opening up online and offline shopping channels can traditional retail enterprises develop better.In this context,this paper studies new retail through literature research method,case analysis method and comparative analysis method.Firstly,the development status of traditional retail enterprises is analyzed,and then the motivation and path of their transformation to the new retail business model are sorted out.On this basis,taking Yonghui Supermarket as a case for specific analysis,it is found that it started to lay out new retail in 2015,driven by the external environment,seeking for growth in performance and having accumulated resources and capabilities for transformation.And through the construction of online platform,expansion and transformation of offline physical stores,optimization of supply chain,improvement of logistics structure,innovation of enterprise cooperation,optimization of organization and talent struc ture and other ways to transform to a new retail business model.According to the above transformation path of Yonghui Supermarket,combined with the six elements of Wei and Zhu business model,the relationship framework between business model and financia l performance is constructed,and the short-term evaluation of its financial performance after transformation is carried out from the four aspects of profit-driven,asset allocation,capital access and cash structure.Then,EVA model is constructed to eval uate the long-term performance of the value brought by the transformation to shareholders.Finally,the efficiency coefficient method is used to comprehensively evaluate the financial effect after the transformationIt is found that the transformation of Y onghui Supermarket to the new retail business model has brought some positive effects to the enterprise.For example,the business income,especially the online income,has increased continuously.Profitability in the early stage of transformation has been rapidly improved;The new retail business model creates value for shareholders in the middle and late period of transformation.However,at the same time,new retail also has certain risks.For example,due to the strong expansion,the cost control is not in place,which leads to the unstable and even loss of profitability in the late stage of transformation.Operating capacity,debt servicing capacity has also declined.On the whole,the transformation of Yonghui supermarket to the new retail business model has made a certain contribution to Yonghui supermarket in the early stage,but has not improved its comprehensive strength in the later stage.Based on the financial situation of Yonghui Supermarket after its transformation,some problems are found and relevant suggestions are put forward,such as slowing down the expansion speed,clarifying self-positioning,prudent investment and strengthening digital construction.It is hoped that this case study can provide reference and suggestions for the transform ation of Yonghui Supermarket to the new retail business model,and also provide reference for other traditional retail enterprises to successfully complete the transformation of the new retail business model. |
