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快閃零售:眼下最理想的零售方式

Lydia Belanger
2020-07-07

零售商嘗試快閃店的動(dòng)機(jī)從未如此強(qiáng)烈。

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如果一家商店選在全球因?yàn)橐咔槎娂妶?zhí)行封鎖令之前開業(yè),你可能會(huì)認(rèn)為這是個(gè)糟糕的時(shí)機(jī)。但在去年年底,有兩位店主選擇以快閃店的形式開店。對(duì)他們來說,公共衛(wèi)生事件算不上什么挫折。

弗雷德里克?林德弗斯在倫敦肯辛頓廣場餐廳附近的一家魚店工作了多年。魚店和餐廳都關(guān)門后,林德弗斯和他的生意伙伴克里斯?德西爾瓦決定在附近的諾丁山開一家自己的海鮮店。他們沒有簽訂長期租賃協(xié)議,而是通過Appear Here簽訂了以三個(gè)月為周期的滾動(dòng)租約。Appear Here是一家零售地產(chǎn)中介公司,幫助各大品牌尋找快閃店或臨時(shí)店面的位置。去年10月,他們的諾丁山魚店正式開張。

德西爾瓦表示,以快閃店的形式開店,消除了馬上拘泥于一種經(jīng)營策略的壓力。他說:“我可以把這個(gè)空間當(dāng)作一個(gè)實(shí)驗(yàn)室。其他大多數(shù)店鋪是傳統(tǒng)的長期租約,根本不允許你這樣做。你得去告訴房東原由:長期租約太死板了,你被困住了?!?

弗雷德里克?林德弗斯(左)和克里斯?德西爾瓦在2019年開了諾丁山魚店。 圖片來源:Courtesy of appear[here]

今年2月,也就是公共衛(wèi)生事件開始席卷英國之前,這兩位店主簽訂了長期租約,此后他們繼續(xù)享有試驗(yàn)的自由。

3月18日,諾丁山魚店在Instagram上分享了一條帖子:“招聘有經(jīng)驗(yàn)的魚販,以及廚師和客戶服務(wù)人員?!蔽逄旌?,英國首相鮑里斯?約翰遜為應(yīng)對(duì)公共衛(wèi)生事件實(shí)施了封鎖措施。但這并沒有影響到魚店的生意,這家店作為生活必需品的供應(yīng)商,獲準(zhǔn)繼續(xù)營業(yè)。

林德弗斯和德西爾瓦很快適應(yīng)了新常態(tài)。受新型冠狀病毒影響,捕魚速度放緩,這二人豐富了菜單種類,同時(shí)推廣其他本地企業(yè),如農(nóng)場直采的Flourish Produce。他們雇傭附近餐館下崗的廚師在諾丁山魚店陪同顧客購物。保持社交距離需要顧客在店外排隊(duì)。他們把排隊(duì)的過程變成了一場活動(dòng)。

德西爾瓦說:“我們沒有使用透明膠帶或錐形桶這樣的物品作為標(biāo)識(shí),而是放了黑色折疊椅,讓人們?cè)谂抨?duì)時(shí)可以坐下來交流。這成為了我們的標(biāo)志,也凸顯出除了從我們店里購買產(chǎn)品的功能性需求以外,顧客還需要與別人見面和交流?!?

5月,林德弗斯和德西爾瓦在附近另一個(gè)地方簽了三個(gè)月的租約,并開設(shè)了一家外賣自取的魚店。這是快閃店的衍生物,很可能會(huì)常駐于此?!拔覀儾淮蛩汶x開。”德西爾瓦說道。

特殊時(shí)期迫使世界各地的零售商調(diào)整業(yè)務(wù),重新考慮發(fā)展戰(zhàn)略。據(jù)《財(cái)富》雜志報(bào)道,由于門店停業(yè),梅西百貨(Macy’s)和蓋普(Gap)等美國連鎖店今年第一季度的銷售額下降了50%。與此同時(shí),網(wǎng)上購物同比增長了31%,電商平臺(tái)Shopify的新用戶在執(zhí)行封鎖令的前六周增加了62%。盡管隨著疫情的最初沖擊有所緩解,店鋪重新開業(yè),4月和5月的消費(fèi)者零售支出環(huán)比上升,但總體而言,美國的消費(fèi)者零售支出同比下降了6.1%。

“我可以把這個(gè)空間當(dāng)作一個(gè)實(shí)驗(yàn)室。其他大多數(shù)店鋪是傳統(tǒng)的長期租約,根本不允許你這樣做。你得去告訴房東原由:長期租約太死板了,你被困住了?!钡挛鳡柾哒f道。 圖片來源:Courtesy of appear[here]

與此同時(shí),消費(fèi)者的選擇越來越局限于店里賣什么商品、哪些商品可以配送,甚至多數(shù)情況下要取決于街上有哪些店開業(yè),消費(fèi)者也在調(diào)整自己的購物習(xí)慣,以適應(yīng)這種現(xiàn)實(shí)情況。因此,企業(yè)通過臨時(shí)實(shí)體店進(jìn)行運(yùn)營的能力可能面臨有史以來最大的機(jī)遇。與長期租約相比,臨時(shí)租約的財(cái)務(wù)風(fēng)險(xiǎn)要小一些,因此快閃店可以作為一個(gè)低風(fēng)險(xiǎn)的跳板,用于在產(chǎn)品種類、店鋪規(guī)范等各方面進(jìn)行改進(jìn)。

Appear Here的首席執(zhí)行官羅斯?貝利說:“特殊時(shí)期,有大量線上銷售業(yè)務(wù)的零售商發(fā)現(xiàn),這些銷售來自于他們實(shí)體店周圍的區(qū)域?!?

他列舉了近年來正在醞釀的兩種趨勢:一是當(dāng)?shù)貙?shí)體店購物與消費(fèi)者對(duì)產(chǎn)品背后人物或故事的投入之間的關(guān)聯(lián)性日益增強(qiáng);二是快閃店開始進(jìn)駐一些冷清的社區(qū),而不是通常與這些店相關(guān)聯(lián)的市中心購物步行街。貝利表示,在公共衛(wèi)生危機(jī)中,他意識(shí)到“人們現(xiàn)在比以前更關(guān)心社區(qū)和尊重獨(dú)立?!?

綜上所述,零售商嘗試快閃店的動(dòng)機(jī)從未如此強(qiáng)烈。

無處不在

你很難給“快閃店”下一個(gè)定義,因?yàn)橛刑嗖煌愋偷钠放茖⑵溆糜诟鞣N目的。嚴(yán)格來說,每年只有幾個(gè)月占據(jù)商場一小塊兒空間的萬圣節(jié)或假日商店都屬于快閃店,在大型商店或購物中心的售貨亭或攤位上循環(huán)出現(xiàn)的品牌也是快閃店。一條美食街是一個(gè)快閃市場,一批流動(dòng)餐車也是如此。更廣義地說,你可以說農(nóng)貿(mào)市場也算是快閃市場。

如今,最突出的例子就是新興或時(shí)尚品牌(通常是在網(wǎng)上出名的品牌)通過臨時(shí)店面或攤位來制造轟動(dòng)效應(yīng)。有無數(shù)品牌曾經(jīng)運(yùn)用快閃店這種形式,比如護(hù)膚品牌Supergoop、內(nèi)衣初創(chuàng)品牌ThirdLove(該公司在紐約市封鎖期間關(guān)閉了其曼哈頓快閃店)等。即便是擁有固定實(shí)體店的知名品牌,有時(shí)也會(huì)通過在新城市開設(shè)“快閃店”來增加曝光率。比如總部位于紐約市的美容品牌Glossier去年就在奧斯汀短暫開設(shè)了一段時(shí)間的快閃店。

在今年春季被封鎖的地區(qū),銷售非必需品的快閃店無法作為實(shí)體店或售貨亭運(yùn)營,因此一些零售商找到了替代方案。“快閃空間”提供商Storefront一直在幫助租戶嘗試創(chuàng)建虛擬現(xiàn)實(shí)展廳,讓顧客在舒適的家中就能360度瀏覽商店全景,然后引導(dǎo)他們?cè)诰W(wǎng)上購物。

6月18日,安大略省的伊利堡鎮(zhèn)通過Instagram Live舉辦了長達(dá)一小時(shí)的“虛擬快閃市場”,當(dāng)?shù)厣碳以诖苏故井a(chǎn)品并派發(fā)贈(zèng)品。同樣,英國諾丁漢郡的魯丁頓鄉(xiāng)村市場也在直播“虛擬攤位”。紐約的“購買當(dāng)?shù)氐臇|哈萊姆”(Buy Local East Harlem)組織也進(jìn)行過這樣的嘗試。雖然把這些直播活動(dòng)稱為“快閃店”似乎有些牽強(qiáng),但這是最近一段時(shí)間內(nèi)一些商家能以最近距離接觸到客戶的方式。

與此同時(shí),各地都在不同程度地復(fù)工復(fù)產(chǎn)。在美國小企業(yè)管理局(SBA)的薪酬保障計(jì)劃(PPP)貸款獲得者中,只有不到8.6%是零售企業(yè)。一些公司已經(jīng)關(guān)門大吉,而另一些公司則在苦苦掙扎,盡管謹(jǐn)慎,但仍然熱切歡迎顧客回來光顧。根據(jù)政府指令,一些地區(qū)的零售商已經(jīng)獲準(zhǔn)復(fù)工。

線上批發(fā)市場Faire的首席財(cái)務(wù)官勞倫?庫克斯?萊維坦表示,6月10日,F(xiàn)aire對(duì)其平臺(tái)上的零售商進(jìn)行了一項(xiàng)調(diào)查,42%的零售商表示客流量已經(jīng)恢復(fù)到中等或最初的水平。

庫克斯?萊維坦說:“隨著零售商已經(jīng)適應(yīng)新情況,我們看到Faire的業(yè)務(wù)恢復(fù)很快。”同時(shí)她強(qiáng)調(diào)Faire通過提供路邊自提服務(wù)(Faire平臺(tái)上80%的零售商選擇這項(xiàng)服務(wù))或供應(yīng)蠟燭、口罩等新產(chǎn)品的策略,來滿足大部分居家社交隔離消費(fèi)者的需求。雖然今年春季新加入Faire平臺(tái)的零售商主要開展線上業(yè)務(wù),但曾經(jīng)是零售研究分析師的庫克斯?萊維坦說,隨著經(jīng)濟(jì)重啟,她認(rèn)為實(shí)體店有巨大的增長潛力。

她說:“你可能會(huì)看到許多創(chuàng)業(yè)者從中脫穎而出。我們過去看到過這樣的情況:人們失業(yè),然后通過創(chuàng)業(yè)為自己創(chuàng)造一份工作。”萊維坦還補(bǔ)充道,“很可能在優(yōu)質(zhì)地段會(huì)有成本更低的店面”,這些空置的店面可以讓新生或幸存下來的零售商一展拳腳。

解救零售行業(yè)

戴德梁行(Cushman & Wakefield)的零售行業(yè)情報(bào)與美洲零售服務(wù)副總裁加里克?布朗在2019年12月發(fā)布了一份報(bào)告《體驗(yàn)式零售:快閃浪潮》(Experiential Retail: Pop-Up-A-Palooza)。他在報(bào)告中表示,無論新企業(yè)還是傳統(tǒng)企業(yè),通常都將快閃店作為試驗(yàn)田,不僅可以用來嘗試特定領(lǐng)域,還能“完善他們的零售理念”。他在報(bào)告中列舉了三星(Samsung)、亞馬遜(Amazon)、Everlane和Warby Parker等諸多品牌都曾經(jīng)使用過這種策略。

快閃零售戰(zhàn)略公司The Lion’esque Group的創(chuàng)始人兼首席執(zhí)行官梅麗莎?岡薩雷斯表示,隨著新型冠狀病毒威脅的出現(xiàn),針對(duì)這種不算新鮮的應(yīng)用案例有一個(gè)新想法,那就是利用臨時(shí)空間來測試新的健康安全慣例,比如社交距離和無接觸支付等。

岡薩雷斯說:“品牌和零售商將不得不平衡什么是正確的安全慣例、消費(fèi)者的行為發(fā)生了怎樣的變化,以及我們?nèi)绾卫^續(xù)為消費(fèi)者創(chuàng)造良好的購物體驗(yàn)?”她形容自己最近一次去當(dāng)?shù)氐目Х鹊曜屗懿皇娣?,她覺得這次體驗(yàn)“沒有人情味”?!澳憧梢渣c(diǎn)下按鈕去買東西,但購物是一種情感體驗(yàn)。所以,我們?nèi)绾未_保自己還能記住這一面,并繼續(xù)為消費(fèi)者提供這種體驗(yàn)?”

當(dāng)然,零售商可以并將會(huì)想方設(shè)法利用臨時(shí)空間收集數(shù)據(jù)和提高知名度。然而,即使在新冠疫情之后,市場上出現(xiàn)大量空置房產(chǎn),有一個(gè)問題依舊存在,那就是房東是否愿意延長短期租約,因?yàn)橥ǔV挥虚L期租約才能給他帶來最大的利益。

戴德梁行的布朗說:“我認(rèn)為我們將會(huì)進(jìn)入一個(gè)新的階段,即快閃店不再關(guān)乎體驗(yàn),而是為了自救?,F(xiàn)在杠桿無疑傾向于租戶這一邊,如果房東不考慮每一個(gè)選擇,我覺得那是愚蠢之舉?!?

尤其是當(dāng)房東在一個(gè)地區(qū)或購物中心擁有多處房產(chǎn)或店面的情況下,如果這些房產(chǎn)或店面被租客利用起來,他們更有可能將流失的客流吸引回來。據(jù)加拿大的《房地產(chǎn)資訊交流》(Real Estate News Exchange)報(bào)道,房東還可能考慮放松對(duì)租戶在停車場擺攤的限制。

布朗在去年12月的報(bào)告中寫道:“通常情況下,如果快閃店與某個(gè)活動(dòng)或季節(jié)無關(guān),而是用戶打算利用該空間進(jìn)行傳統(tǒng)實(shí)體零售,那么大約三分之一的快閃店最終會(huì)轉(zhuǎn)化為長期租約。”

他表示,未來的租賃結(jié)構(gòu)將不會(huì)出現(xiàn)一刀切的模式。房東可能會(huì)決定對(duì)臨時(shí)租賃租金打折,然后在租戶決定轉(zhuǎn)為長期租約時(shí)提高租金。他們也可能會(huì)在短期內(nèi)收取更高租金,以激勵(lì)租戶轉(zhuǎn)變?yōu)殚L期租約?!斑@就像往墻上扔意大利面一樣?!辈祭收f,“我猜不會(huì)有一個(gè)正確的策略。我們需要具體問題具體分析?!?

布朗強(qiáng)調(diào),如果快閃零售需要城市許可,政府也應(yīng)該持慷慨和開放的態(tài)度。這樣做可能最符合市政當(dāng)局的利益,因?yàn)檎茈y從受到疫情影響的企業(yè)那里獲得稅收。

靈活布局

岡薩雷斯預(yù)測,另一種不算太新但可能會(huì)獲得快速增長的做法是將快閃店作為一種永久策略。街頭服飾品牌是利用這種策略的佼佼者,它們定期利用這一策略進(jìn)行宣傳,營造稀缺性。隨著企業(yè)勒緊褲腰帶并大力發(fā)展電子商務(wù),他們可能決定不需要在每個(gè)市場都開設(shè)全年?duì)I業(yè)的商店。例如,有些市場可能更適合在夏季或假日開設(shè)快閃店。

但是,如果更多的零售商選擇這種靈活經(jīng)營的策略,正在經(jīng)歷接近歷史最高失業(yè)率的勞動(dòng)力將會(huì)處于什么境地呢?

岡薩雷斯表示:對(duì)零售商來說,采用“整體”的方法來安排員工最符合他們的利益。她說,The Lion’esque Group在為其快閃店招聘員工時(shí),會(huì)優(yōu)先考慮能力全面的員工。但培訓(xùn)也有助于將某個(gè)人培養(yǎng)成長期員工或經(jīng)常性員工,即使他只在實(shí)體店或活動(dòng)場所工作過很短的時(shí)間。岡薩雷斯說,最近一個(gè)零售商跟她講,他的店鋪沒有采取裁員或強(qiáng)制休假的方式來承受疫情帶來的經(jīng)濟(jì)打擊,而是對(duì)員工進(jìn)行了“改造”。

岡薩雷斯說:“即使對(duì)于在年初疫情爆發(fā)時(shí)剛開快閃店的零售商而言,這些員工直接理解品牌的談話要點(diǎn)。他們一直在店鋪里與顧客交談,他們了解痛點(diǎn)所在。他們最適合加入呼叫中心和擔(dān)任在線客服?!?

然而,在培訓(xùn)員工方面,零售商并不是單打獨(dú)斗的。作為一家全球性人力資源機(jī)構(gòu),Elevate擁有一個(gè)囊括數(shù)萬名員工的數(shù)據(jù)庫,可以將員工與世界各地的品牌配對(duì),參與品牌的活動(dòng)、快閃店等。過去三個(gè)月里,該公司一直在考慮,在現(xiàn)有的利益協(xié)調(diào)者角色基礎(chǔ)上,還能做些什么來提高安全性。

Elevate的首席運(yùn)營官卡瑞娜?弗萊克說:“我們現(xiàn)在要求所有員工都接受不同級(jí)別的健康和安全培訓(xùn),這些培訓(xùn)通過技術(shù)平臺(tái)以數(shù)字化方式進(jìn)行。我們的培訓(xùn)分為不同級(jí)別。我們與客戶合作確定他們的需求,確保參與客戶活動(dòng)的人員接受了適當(dāng)?shù)呐嘤?xùn)?!?

Elevate還建議客戶確保自己擁有合適數(shù)量和類型的員工,并且確保在員工數(shù)量限制、如何招呼客戶或活動(dòng)來賓以減少新冠病毒傳播等方面,雇主和員工的意見保持一致。

盡管執(zhí)行了健康準(zhǔn)則,并且對(duì)未來表示樂觀,但戴德梁行的布朗警告說,零售商必須在今年夏天及以后,在樂觀與謹(jǐn)慎之間保持平衡,不要過度解讀月度環(huán)比增長。

布朗說道:“有被壓抑的需求嗎?人們是否想結(jié)束居家隔離走出家門?答案是肯定的。但不要自欺欺人地以為一切都結(jié)束了。如果你想有效地降低風(fēng)險(xiǎn),你就必須考慮這個(gè)問題,做最壞的打算,抱最好的希望。在零售領(lǐng)域里,創(chuàng)造盡可能安全的環(huán)境至關(guān)重要?!?

由此可見,快閃店可能是暫時(shí)的。但從長遠(yuǎn)來看,贏得客戶的信任才是至關(guān)重要的。(財(cái)富中文網(wǎng))

譯者:Biz

如果一家商店選在全球因?yàn)橐咔槎娂妶?zhí)行封鎖令之前開業(yè),你可能會(huì)認(rèn)為這是個(gè)糟糕的時(shí)機(jī)。但在去年年底,有兩位店主選擇以快閃店的形式開店。對(duì)他們來說,公共衛(wèi)生事件算不上什么挫折。

弗雷德里克?林德弗斯在倫敦肯辛頓廣場餐廳附近的一家魚店工作了多年。魚店和餐廳都關(guān)門后,林德弗斯和他的生意伙伴克里斯?德西爾瓦決定在附近的諾丁山開一家自己的海鮮店。他們沒有簽訂長期租賃協(xié)議,而是通過Appear Here簽訂了以三個(gè)月為周期的滾動(dòng)租約。Appear Here是一家零售地產(chǎn)中介公司,幫助各大品牌尋找快閃店或臨時(shí)店面的位置。去年10月,他們的諾丁山魚店正式開張。

德西爾瓦表示,以快閃店的形式開店,消除了馬上拘泥于一種經(jīng)營策略的壓力。他說:“我可以把這個(gè)空間當(dāng)作一個(gè)實(shí)驗(yàn)室。其他大多數(shù)店鋪是傳統(tǒng)的長期租約,根本不允許你這樣做。你得去告訴房東原由:長期租約太死板了,你被困住了?!?

弗雷德里克?林德弗斯(左)和克里斯?德西爾瓦在2019年開了諾丁山魚店。

今年2月,也就是公共衛(wèi)生事件開始席卷英國之前,這兩位店主簽訂了長期租約,此后他們繼續(xù)享有試驗(yàn)的自由。

3月18日,諾丁山魚店在Instagram上分享了一條帖子:“招聘有經(jīng)驗(yàn)的魚販,以及廚師和客戶服務(wù)人員?!蔽逄旌?,英國首相鮑里斯?約翰遜為應(yīng)對(duì)公共衛(wèi)生事件實(shí)施了封鎖措施。但這并沒有影響到魚店的生意,這家店作為生活必需品的供應(yīng)商,獲準(zhǔn)繼續(xù)營業(yè)。

林德弗斯和德西爾瓦很快適應(yīng)了新常態(tài)。受新型冠狀病毒影響,捕魚速度放緩,這二人豐富了菜單種類,同時(shí)推廣其他本地企業(yè),如農(nóng)場直采的Flourish Produce。他們雇傭附近餐館下崗的廚師在諾丁山魚店陪同顧客購物。保持社交距離需要顧客在店外排隊(duì)。他們把排隊(duì)的過程變成了一場活動(dòng)。

德西爾瓦說:“我們沒有使用透明膠帶或錐形桶這樣的物品作為標(biāo)識(shí),而是放了黑色折疊椅,讓人們?cè)谂抨?duì)時(shí)可以坐下來交流。這成為了我們的標(biāo)志,也凸顯出除了從我們店里購買產(chǎn)品的功能性需求以外,顧客還需要與別人見面和交流?!?

5月,林德弗斯和德西爾瓦在附近另一個(gè)地方簽了三個(gè)月的租約,并開設(shè)了一家外賣自取的魚店。這是快閃店的衍生物,很可能會(huì)常駐于此。“我們不打算離開?!钡挛鳡柾哒f道。

特殊時(shí)期迫使世界各地的零售商調(diào)整業(yè)務(wù),重新考慮發(fā)展戰(zhàn)略。據(jù)《財(cái)富》雜志報(bào)道,由于門店停業(yè),梅西百貨(Macy’s)和蓋普(Gap)等美國連鎖店今年第一季度的銷售額下降了50%。與此同時(shí),網(wǎng)上購物同比增長了31%,電商平臺(tái)Shopify的新用戶在執(zhí)行封鎖令的前六周增加了62%。盡管隨著疫情的最初沖擊有所緩解,店鋪重新開業(yè),4月和5月的消費(fèi)者零售支出環(huán)比上升,但總體而言,美國的消費(fèi)者零售支出同比下降了6.1%。

“我可以把這個(gè)空間當(dāng)作一個(gè)實(shí)驗(yàn)室。其他大多數(shù)店鋪是傳統(tǒng)的長期租約,根本不允許你這樣做。你得去告訴房東原由:長期租約太死板了,你被困住了。”德西爾瓦說道。

與此同時(shí),消費(fèi)者的選擇越來越局限于店里賣什么商品、哪些商品可以配送,甚至多數(shù)情況下要取決于街上有哪些店開業(yè),消費(fèi)者也在調(diào)整自己的購物習(xí)慣,以適應(yīng)這種現(xiàn)實(shí)情況。因此,企業(yè)通過臨時(shí)實(shí)體店進(jìn)行運(yùn)營的能力可能面臨有史以來最大的機(jī)遇。與長期租約相比,臨時(shí)租約的財(cái)務(wù)風(fēng)險(xiǎn)要小一些,因此快閃店可以作為一個(gè)低風(fēng)險(xiǎn)的跳板,用于在產(chǎn)品種類、店鋪規(guī)范等各方面進(jìn)行改進(jìn)。

Appear Here的首席執(zhí)行官羅斯?貝利說:“特殊時(shí)期,有大量線上銷售業(yè)務(wù)的零售商發(fā)現(xiàn),這些銷售來自于他們實(shí)體店周圍的區(qū)域?!?

他列舉了近年來正在醞釀的兩種趨勢:一是當(dāng)?shù)貙?shí)體店購物與消費(fèi)者對(duì)產(chǎn)品背后人物或故事的投入之間的關(guān)聯(lián)性日益增強(qiáng);二是快閃店開始進(jìn)駐一些冷清的社區(qū),而不是通常與這些店相關(guān)聯(lián)的市中心購物步行街。貝利表示,在公共衛(wèi)生危機(jī)中,他意識(shí)到“人們現(xiàn)在比以前更關(guān)心社區(qū)和尊重獨(dú)立?!?

綜上所述,零售商嘗試快閃店的動(dòng)機(jī)從未如此強(qiáng)烈。

無處不在

你很難給“快閃店”下一個(gè)定義,因?yàn)橛刑嗖煌愋偷钠放茖⑵溆糜诟鞣N目的。嚴(yán)格來說,每年只有幾個(gè)月占據(jù)商場一小塊兒空間的萬圣節(jié)或假日商店都屬于快閃店,在大型商店或購物中心的售貨亭或攤位上循環(huán)出現(xiàn)的品牌也是快閃店。一條美食街是一個(gè)快閃市場,一批流動(dòng)餐車也是如此。更廣義地說,你可以說農(nóng)貿(mào)市場也算是快閃市場。

如今,最突出的例子就是新興或時(shí)尚品牌(通常是在網(wǎng)上出名的品牌)通過臨時(shí)店面或攤位來制造轟動(dòng)效應(yīng)。有無數(shù)品牌曾經(jīng)運(yùn)用快閃店這種形式,比如護(hù)膚品牌Supergoop、內(nèi)衣初創(chuàng)品牌ThirdLove(該公司在紐約市封鎖期間關(guān)閉了其曼哈頓快閃店)等。即便是擁有固定實(shí)體店的知名品牌,有時(shí)也會(huì)通過在新城市開設(shè)“快閃店”來增加曝光率。比如總部位于紐約市的美容品牌Glossier去年就在奧斯汀短暫開設(shè)了一段時(shí)間的快閃店。

在今年春季被封鎖的地區(qū),銷售非必需品的快閃店無法作為實(shí)體店或售貨亭運(yùn)營,因此一些零售商找到了替代方案?!翱扉W空間”提供商Storefront一直在幫助租戶嘗試創(chuàng)建虛擬現(xiàn)實(shí)展廳,讓顧客在舒適的家中就能360度瀏覽商店全景,然后引導(dǎo)他們?cè)诰W(wǎng)上購物。

6月18日,安大略省的伊利堡鎮(zhèn)通過Instagram Live舉辦了長達(dá)一小時(shí)的“虛擬快閃市場”,當(dāng)?shù)厣碳以诖苏故井a(chǎn)品并派發(fā)贈(zèng)品。同樣,英國諾丁漢郡的魯丁頓鄉(xiāng)村市場也在直播“虛擬攤位”。紐約的“購買當(dāng)?shù)氐臇|哈萊姆”(Buy Local East Harlem)組織也進(jìn)行過這樣的嘗試。雖然把這些直播活動(dòng)稱為“快閃店”似乎有些牽強(qiáng),但這是最近一段時(shí)間內(nèi)一些商家能以最近距離接觸到客戶的方式。

與此同時(shí),各地都在不同程度地復(fù)工復(fù)產(chǎn)。在美國小企業(yè)管理局(SBA)的薪酬保障計(jì)劃(PPP)貸款獲得者中,只有不到8.6%是零售企業(yè)。一些公司已經(jīng)關(guān)門大吉,而另一些公司則在苦苦掙扎,盡管謹(jǐn)慎,但仍然熱切歡迎顧客回來光顧。根據(jù)政府指令,一些地區(qū)的零售商已經(jīng)獲準(zhǔn)復(fù)工。

線上批發(fā)市場Faire的首席財(cái)務(wù)官勞倫?庫克斯?萊維坦表示,6月10日,F(xiàn)aire對(duì)其平臺(tái)上的零售商進(jìn)行了一項(xiàng)調(diào)查,42%的零售商表示客流量已經(jīng)恢復(fù)到中等或最初的水平。

庫克斯?萊維坦說:“隨著零售商已經(jīng)適應(yīng)新情況,我們看到Faire的業(yè)務(wù)恢復(fù)很快?!蓖瑫r(shí)她強(qiáng)調(diào)Faire通過提供路邊自提服務(wù)(Faire平臺(tái)上80%的零售商選擇這項(xiàng)服務(wù))或供應(yīng)蠟燭、口罩等新產(chǎn)品的策略,來滿足大部分居家社交隔離消費(fèi)者的需求。雖然今年春季新加入Faire平臺(tái)的零售商主要開展線上業(yè)務(wù),但曾經(jīng)是零售研究分析師的庫克斯?萊維坦說,隨著經(jīng)濟(jì)重啟,她認(rèn)為實(shí)體店有巨大的增長潛力。

她說:“你可能會(huì)看到許多創(chuàng)業(yè)者從中脫穎而出。我們過去看到過這樣的情況:人們失業(yè),然后通過創(chuàng)業(yè)為自己創(chuàng)造一份工作?!比R維坦還補(bǔ)充道,“很可能在優(yōu)質(zhì)地段會(huì)有成本更低的店面”,這些空置的店面可以讓新生或幸存下來的零售商一展拳腳。

解救零售行業(yè)

戴德梁行(Cushman & Wakefield)的零售行業(yè)情報(bào)與美洲零售服務(wù)副總裁加里克?布朗在2019年12月發(fā)布了一份報(bào)告《體驗(yàn)式零售:快閃浪潮》(Experiential Retail: Pop-Up-A-Palooza)。他在報(bào)告中表示,無論新企業(yè)還是傳統(tǒng)企業(yè),通常都將快閃店作為試驗(yàn)田,不僅可以用來嘗試特定領(lǐng)域,還能“完善他們的零售理念”。他在報(bào)告中列舉了三星(Samsung)、亞馬遜(Amazon)、Everlane和Warby Parker等諸多品牌都曾經(jīng)使用過這種策略。

快閃零售戰(zhàn)略公司The Lion’esque Group的創(chuàng)始人兼首席執(zhí)行官梅麗莎?岡薩雷斯表示,隨著新型冠狀病毒威脅的出現(xiàn),針對(duì)這種不算新鮮的應(yīng)用案例有一個(gè)新想法,那就是利用臨時(shí)空間來測試新的健康安全慣例,比如社交距離和無接觸支付等。

岡薩雷斯說:“品牌和零售商將不得不平衡什么是正確的安全慣例、消費(fèi)者的行為發(fā)生了怎樣的變化,以及我們?nèi)绾卫^續(xù)為消費(fèi)者創(chuàng)造良好的購物體驗(yàn)?”她形容自己最近一次去當(dāng)?shù)氐目Х鹊曜屗懿皇娣?,她覺得這次體驗(yàn)“沒有人情味”?!澳憧梢渣c(diǎn)下按鈕去買東西,但購物是一種情感體驗(yàn)。所以,我們?nèi)绾未_保自己還能記住這一面,并繼續(xù)為消費(fèi)者提供這種體驗(yàn)?”

當(dāng)然,零售商可以并將會(huì)想方設(shè)法利用臨時(shí)空間收集數(shù)據(jù)和提高知名度。然而,即使在新冠疫情之后,市場上出現(xiàn)大量空置房產(chǎn),有一個(gè)問題依舊存在,那就是房東是否愿意延長短期租約,因?yàn)橥ǔV挥虚L期租約才能給他帶來最大的利益。

戴德梁行的布朗說:“我認(rèn)為我們將會(huì)進(jìn)入一個(gè)新的階段,即快閃店不再關(guān)乎體驗(yàn),而是為了自救?,F(xiàn)在杠桿無疑傾向于租戶這一邊,如果房東不考慮每一個(gè)選擇,我覺得那是愚蠢之舉?!?

尤其是當(dāng)房東在一個(gè)地區(qū)或購物中心擁有多處房產(chǎn)或店面的情況下,如果這些房產(chǎn)或店面被租客利用起來,他們更有可能將流失的客流吸引回來。據(jù)加拿大的《房地產(chǎn)資訊交流》(Real Estate News Exchange)報(bào)道,房東還可能考慮放松對(duì)租戶在停車場擺攤的限制。

布朗在去年12月的報(bào)告中寫道:“通常情況下,如果快閃店與某個(gè)活動(dòng)或季節(jié)無關(guān),而是用戶打算利用該空間進(jìn)行傳統(tǒng)實(shí)體零售,那么大約三分之一的快閃店最終會(huì)轉(zhuǎn)化為長期租約。”

他表示,未來的租賃結(jié)構(gòu)將不會(huì)出現(xiàn)一刀切的模式。房東可能會(huì)決定對(duì)臨時(shí)租賃租金打折,然后在租戶決定轉(zhuǎn)為長期租約時(shí)提高租金。他們也可能會(huì)在短期內(nèi)收取更高租金,以激勵(lì)租戶轉(zhuǎn)變?yōu)殚L期租約?!斑@就像往墻上扔意大利面一樣?!辈祭收f,“我猜不會(huì)有一個(gè)正確的策略。我們需要具體問題具體分析?!?

布朗強(qiáng)調(diào),如果快閃零售需要城市許可,政府也應(yīng)該持慷慨和開放的態(tài)度。這樣做可能最符合市政當(dāng)局的利益,因?yàn)檎茈y從受到疫情影響的企業(yè)那里獲得稅收。

靈活布局

岡薩雷斯預(yù)測,另一種不算太新但可能會(huì)獲得快速增長的做法是將快閃店作為一種永久策略。街頭服飾品牌是利用這種策略的佼佼者,它們定期利用這一策略進(jìn)行宣傳,營造稀缺性。隨著企業(yè)勒緊褲腰帶并大力發(fā)展電子商務(wù),他們可能決定不需要在每個(gè)市場都開設(shè)全年?duì)I業(yè)的商店。例如,有些市場可能更適合在夏季或假日開設(shè)快閃店。

但是,如果更多的零售商選擇這種靈活經(jīng)營的策略,正在經(jīng)歷接近歷史最高失業(yè)率的勞動(dòng)力將會(huì)處于什么境地呢?

岡薩雷斯表示:對(duì)零售商來說,采用“整體”的方法來安排員工最符合他們的利益。她說,The Lion’esque Group在為其快閃店招聘員工時(shí),會(huì)優(yōu)先考慮能力全面的員工。但培訓(xùn)也有助于將某個(gè)人培養(yǎng)成長期員工或經(jīng)常性員工,即使他只在實(shí)體店或活動(dòng)場所工作過很短的時(shí)間。岡薩雷斯說,最近一個(gè)零售商跟她講,他的店鋪沒有采取裁員或強(qiáng)制休假的方式來承受疫情帶來的經(jīng)濟(jì)打擊,而是對(duì)員工進(jìn)行了“改造”。

岡薩雷斯說:“即使對(duì)于在年初疫情爆發(fā)時(shí)剛開快閃店的零售商而言,這些員工直接理解品牌的談話要點(diǎn)。他們一直在店鋪里與顧客交談,他們了解痛點(diǎn)所在。他們最適合加入呼叫中心和擔(dān)任在線客服?!?

然而,在培訓(xùn)員工方面,零售商并不是單打獨(dú)斗的。作為一家全球性人力資源機(jī)構(gòu),Elevate擁有一個(gè)囊括數(shù)萬名員工的數(shù)據(jù)庫,可以將員工與世界各地的品牌配對(duì),參與品牌的活動(dòng)、快閃店等。過去三個(gè)月里,該公司一直在考慮,在現(xiàn)有的利益協(xié)調(diào)者角色基礎(chǔ)上,還能做些什么來提高安全性。

Elevate的首席運(yùn)營官卡瑞娜?弗萊克說:“我們現(xiàn)在要求所有員工都接受不同級(jí)別的健康和安全培訓(xùn),這些培訓(xùn)通過技術(shù)平臺(tái)以數(shù)字化方式進(jìn)行。我們的培訓(xùn)分為不同級(jí)別。我們與客戶合作確定他們的需求,確保參與客戶活動(dòng)的人員接受了適當(dāng)?shù)呐嘤?xùn)?!?

Elevate還建議客戶確保自己擁有合適數(shù)量和類型的員工,并且確保在員工數(shù)量限制、如何招呼客戶或活動(dòng)來賓以減少新冠病毒傳播等方面,雇主和員工的意見保持一致。

盡管執(zhí)行了健康準(zhǔn)則,并且對(duì)未來表示樂觀,但戴德梁行的布朗警告說,零售商必須在今年夏天及以后,在樂觀與謹(jǐn)慎之間保持平衡,不要過度解讀月度環(huán)比增長。

布朗說道:“有被壓抑的需求嗎?人們是否想結(jié)束居家隔離走出家門?答案是肯定的。但不要自欺欺人地以為一切都結(jié)束了。如果你想有效地降低風(fēng)險(xiǎn),你就必須考慮這個(gè)問題,做最壞的打算,抱最好的希望。在零售領(lǐng)域里,創(chuàng)造盡可能安全的環(huán)境至關(guān)重要?!?

由此可見,快閃店可能是暫時(shí)的。但從長遠(yuǎn)來看,贏得客戶的信任才是至關(guān)重要的。(財(cái)富中文網(wǎng))

譯者:Biz

If a business opened its doors just before the coronavirus-related lockdowns swept across the globe, you might consider that bad timing. But for a pair of shop owners who opted to launch their store as a pop-up late last year, the pandemic has hardly been a setback.

Fredrik Lindfors had worked for years at a fish shop adjacent to London’s Kensington Place restaurant. When both closed, Lindfors and a business partner, Chris D’Sylva, decided to open their own seafood business in nearby Notting Hill. Rather than commit to a long-term rental agreement, they got a three-month rolling lease via Appear Here, a retail real estate intermediary that helps brands find locations for pop-ups, or temporary storefronts. They opened the Notting Hill Fish Shop last October.

D’Sylva says that opening as a pop-up removed the pressure to lock in a strategy right away. “I was able to treat the space as a lab,” he says. “You can’t do that with most other stores under classical, long-term leases. You’ve got to go and tell the landlord what it is: It’s rigid, you’re stuck.”

That freedom of experimentation continued after the two business owners locked in a long-term lease in February—right before the pandemic began to sweep across the U.K.

On March 18, Notting Hill Fish Shop shared a post to Instagram that read: “Hiring. Experienced fishmongers. Chefs & customer services people.” Five days later, U.K. Prime Minister Boris Johnson imposed a lockdown in response to the pandemic. But that didn’t slow down the fish shop, which was allowed to stay open as a purveyor of essential items.

Lindfors and D’Sylva quickly adjusted to the new normal. With a slowdown in fishing as a result of the coronavirus, the fishmongers expanded their menu while promoting other local businesses, such as farm-sourced Flourish Produce. They hired chefs who’d been laid off from nearby restaurants to serve as “chaperones” for customers inside the Notting Hill Fish Shop. And they turned the process of queuing up outside their store, necessary for social distancing, into an event.

“Rather than put out markers like Scotch tape or cones, we put out these black folding chairs to allow people sit and socialize in the line,” says D’Sylva. “It became iconic, and it reinforced a need beyond the functional need of buying produce from us—the need for customers to talk and see other people.”

In May, Lindfors and D’Sylva took a three-month lease on another nearby location and launched a grab-and-go version of their fish shop—a pop-up offshoot that is likely to become permanent. “We have no intention of leaving,” says D’Sylva.

COVID-19 has forced retailers around the world to adjust their operations and rethink strategy. As Fortune has reported, national U.S. chains such as Macy’s and Gap saw their sales drop 50% in the first quarter of this year because of store closures. Meanwhile, online shopping is up 31% year over year, and in the first six weeks of lockdowns, e-commerce platform Shopify saw a 62% increase in first-time users. Overall, consumer retail spending in the U.S. is down 6.1% year over year, despite increasing month over month from April to May as the initial shock of the pandemic wore off and reopenings began.

Consumers, meanwhile, are adapting their shopping habits to a reality in which choices are more limited—to what’s in stock, what they can get delivered, and, in many cases, what happens to be open down the block. As a result, the ability for businesses to operate with a makeshift physical presence has perhaps never been a bigger opportunity. A temporary lease is less of a financial gamble than a long-term commitment, so a pop-up can be a lower-stakes springboard for refining everything from product offerings to store protocols.

“During this pandemic, retailers that have made up a lot of their sales by being online have seen those sales coming from an area around their physical footprints,” says Appear Here CEO Ross Bailey.

He cites two trends that have been brewing in recent years: One is a growing correlation between local brick-and-mortar shopping and a consumer’s investment in the person, or story, behind a product. The second is that pop-ups are becoming fixtures in sleepier neighborhoods, versus the shopping corridors in city centers they’re typically associated with. Amid the public health crisis, Bailey says he senses that “people now care about community and have a respect for the independent even more so than before.”

Add it all up, and the incentive for retailers to experiment with pop-ups has never been stronger.

Popping up everywhere

The definition of a pop-up is hard to pin down, because so many different types of brands have used them for a range of purposes. Halloween or holiday stores that only occupy a strip mall space a few months out of the year are technically pop-ups, as are brands that cycle through a kiosk or installation within a larger store or shopping center. A food hall is a pop-up marketplace, as is a fleet of food trucks. To broaden the definition, you might say a farmers’ market is, too.

Today, among the most prominent examples is the temporary storefront or stand that an emerging or trendy brand—often one that has made a name for itself online—operates to generate buzz. Examples of such brands that have popped up include skin care line Supergoop and lingerie startup ThirdLove (which closed its Manhattan pop-up during the city’s lockdown), along with countless others. Even more established brands with permanent brick-and-mortar stores sometimes do pop-ups in new cities for exposure, as New York City–based beauty brand Glossier did last year with a stint in Austin.

In areas that were under lockdown this spring, pop-ups that sold nonessentials couldn’t operate as physical stores or booths, so some retailers found alternatives. Pop-up space provider Storefront has been helping tenants experiment with creating virtual reality showrooms that present customers with a 360-degree view of a store from the comfort of their homes, then direct them to make purchases online.

The town of Fort Erie, Ontario, hosted an hour-long “Virtual Pop-up Market” via Instagram Live on June 18, in which local businesses showcased products and offered giveaways. Similarly, Ruddington Village Market of Nottinghamshire, England, has been live-streaming “virtual stalls.” New York’s Buy Local East Harlem is another group that has tried this. It might seem like a stretch to call these broadcasts “pop-ups,” but it’s the closest some businesses have been able to get to their customers lately.

Meanwhile, regions are in various phases of reopening. In the U.S., just under 8.6% of SBA Paycheck Protection Program (PPP) loan recipients were retail businesses. Some have already shuttered, while others are struggling and eager, albeit cautiously, to welcome customers back in person. Depending on government orders, retailers in some areas already have been allowed to do so.

Faire, an online wholesale marketplace, took a survey of the retailers on its platform on June 10, and 42% reported they have seen foot traffic return to moderate or original (pre-pandemic) levels, according to Faire CFO Lauren Cooks Levitan.

“We’ve seen our business recover very quickly as the retailers have adapted,” Cooks Levitan says of Faire, highlighting strategies such as offering curbside pickup (80% of retailers that use Faire have the option) or new products such as candles and masks to meet the needs of largely homebound, socially distant consumers. And while the retailers that were new to the Faire platform this spring were mainly online businesses, Cooks Levitan, a former retail research analyst, says she sees great potential for growth on the brick-and-mortar side as things reopen.

“It’s possible that you’re going to see a lot of entrepreneurs emerge out of this. We’ve seen that in the past: People lose their jobs, and they go and create a job for themselves by starting a business,” Cooks Levitan says. “And there’s probably going to be an availability of real estate, possibly in very high-quality locations, potentially at lower costs,” she says, freed up for nascent or surviving retailers.

Rescue retail

Pop-ups often serve as testing grounds for newcomers and legacy players alike looking not only to try out a particular space, but “to refine their retail concept,” writes Garrick Brown, VP of retail intelligence, Americas retail services, at Cushman & Wakefield, in his December 2019 report, Experiential Retail: Pop-Up-A-Palooza. He lists Samsung, Amazon, Everlane, and Warby Parker among the many brands that have gone this route.

One fresh idea for this not-so-new use case, as the threat of the coronavirus looms, is using temporary spaces to test new health safety protocols, such as social distancing and contactless payment, says Melissa Gonzalez, founder and CEO of The Lion’esque Group, a pop-up retail strategy firm.

“Brands and retailers are going to have to find that balance of what are the right safety protocols, how has consumer behavior shifted, and how do we still make it feel good?” Gonzalez says, describing a recent visit to a local coffee shop as too “clinical” for her comfort. “You can buy something with a click of a button, but shopping is an emotional experience. So, how do we make sure we continue to remember that side of it and layer that back in?”

Surely, retailers can and will dream up ways to use temporary space to gather data and gain exposure. But even if there is a glut of vacancies on the market in the aftermath of COVID-19, the question that remains is whether landlords, whose best interests often lie in longer-term arrangements, will be willing to extend short-term leases.

“I think we’re going to be in a phase where the pop-up isn’t going to be about experience, it’s going to be about rescue,” Cushman & Wakefield’s Brown says. “The leverage is undoubtedly on the tenant side right now, and landlords, I think, would be foolish to not consider every option.”

Especially in cases in which landlords have multiple properties or storefronts in one area or shopping center, they will be more likely to lure back lost foot traffic if they keep spots filled. Landlords also might consider loosening restrictions on, for example, tenants setting up stands in parking lots, as Canada’s Real Estate News Exchange reports.

Brown wrote in his December report that “typically, if the pop-up is not related to an event or seasonal in nature, and is for a user that plans to utilize the space for traditional physical retail, roughly a third of pop-up deals eventually translate into a longer-term commitment.”

Going forward, there will be no one-size-fits-all model for a leasing structure, he says. A landlord might decide to charge a discounted rate for a temporary lease, then raise the price if and when the tenant decides to transition to full-term. Or they might charge a premium in the short-term and incentivize a conversion to a longer-term commitment with a deal. “It’s going to be like throwing spaghetti against the wall,” Brown says. “I suspect that there won’t be one correct strategy. It’ll really be a case-by-case basis.”

And in cases in which pop-up retail requires a city permit, Brown stresses governments should also be generous and open-minded. Doing so may be in a municipality’s best interest as it struggles to recoup the tax revenue from businesses that fell victim to the pandemic.

Making flexibility work

Another not-so-new practice that may gain steam, Gonzalez predicts, is pop-ups as a permanent strategy. Streetwear brands are the kings of this tactic, which they use to generate hype and faux scarcity periodically. As businesses tighten their belts and bolster their e-commerce, they might decide they don’t need year-round stores in every market. Some markets might be better suited for summer or holiday pop-ups, for example.

But if more retailers opt for this sort of flexibility, where does that leave a workforce that is experiencing a near-record level of unemployment?

It’s in the best interest of retailers to take a “holistic” approach to staffing, Gonzalez says. When The Lion’esque Group helps hire staff for pop-ups, she says, it prioritizes versatility. But training, too, goes a long way in setting up someone to be a long-term or recurring staffer, even if they work at a brick-and-mortar location or event for only a short time. As Gonzalez says she’s heard from one retailer she’s spoken with recently, instead of resorting to layoffs or furloughs to bear the financial blow of the pandemic, his store “repurposed” people.

“Even for those who had just opened pop-up stores, as things hit in the beginning of the year, those people understood talking points of the brand in a firsthand way,” Gonzalez says. “They’d been in the stores, they’d talked to customers, they knew what the pain points were. They became the best equipped for call centers and customer service online.”

Retailers often aren’t alone in training their workers, however. Elevate, a global staffing agency, has a database of tens of thousands of people it helps to pair with brands across the world to work events, pop-ups, and more. Over the past three months, the company has been thinking about what more it can do to foster safety and security, building off its existing role as a benefits coordinator.

“We’re now requiring all of our workforce to go through varying levels of health and safety training, which we run digitally through our tech platforms,” says Elevate COO Carina Filek. “We’ve got a couple of different levels, and we work with our clients to ascertain what their needs are and make sure we’ve got the right level of training in that person for their activity.”

Elevate also advises clients to make sure they have the appropriate number and type of staff, and that employers are on the same page as staff when it comes to aspects such as headcount restrictions, or how to greet customers or event guests to mitigate the spread of the coronavirus.

Despite protocols and optimism, Cushman & Wakefield’s Brown warns that retailers must balance this optimism with caution this summer and beyond, and not read too much into month-over-month growth.

“Is there pent-up demand, and do people want to get out? Sure. But don’t fool yourself into thinking this is over,” Brown says. “If you want to be effective in risk mitigation, you have to look at this and plan for the worst, hope for the best. And in the retail space, it is critical that you create the safest environments possible.”

Pop-ups may be temporary. But winning the trust of customers is critical in the long run.

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