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购物中心大势已去,诺德斯特龙不想被拖下水

购物中心大势已去,诺德斯特龙不想被拖下水

王波非(Phil Wahba) 2020年07月28日
尽管线上业务还不错,但诺德斯特龙的一季度总营收已经下降了40%。

对于典型购物者来说,诺德斯特龙(Nordstrom)几乎就是购物中心的代名词。诺德斯特龙可能是位于高档社区里的豪华购物中心,但它仍然属于购物中心。

事实上,总部位于西雅图的诺德斯特龙正是凭借其位于购物中心的百货商店而出名的。但近年来,它扩大了业务范围,打造了一个大型电商平台,目前约占其总销售额的三分之一。此外,诺德斯特龙还扩大了旗下折扣连锁店Rack的规模,以减少对百货商店的依赖,并在飞速增长的折扣市场中占据更大份额。

结果如何呢?那些通常仍然位于购物中心的雅致的旗舰店,去年的销售额仅占公司总销售额的38%。新冠疫情危机的影响只会加速消费者远离高端的店内体验。

诺德斯特龙创始人的曾孙、首席执行官埃里克•诺德斯特龙对《财富》杂志说:“实际上,疫情爆发前这个趋势就存在了,疫情爆发只是加快了这一趋势。我们真的认为自己不是一家单纯基于购物中心的百货公司。”

与大多数销售非必需品的零售商一样,诺德斯特龙的业务也因为疫情封锁期间长期关闭门店而遭受重创。今年第一季度,尽管其数字业务业绩不错,实际上有所增长,但它的总收入降至20亿美元,下降了40%。这场疫情危机迫使诺德斯特龙重新考虑其门店在整体业务中的角色;该公司最近宣布,将关闭其116家百货商店中的16家,这是该公司119年以来史上首次大规模关闭门店。

此次闭店,是因为美国大片地区病毒感染病例激增,令诺德斯特龙和其他零售商紧张不安。今年3月就任首席执行官的埃里克•诺德斯特龙称:“我们原以为情况好转的速度会比现在快。”

多年来,大型百货商店一直是诺德斯特龙的主营业务,它的成功模式让其从以客户服务著称的太平洋西北地区的区域性企业发展成为全国连锁企业。

然而,尽管诺德斯特龙取得了巨大成功,但随着越来越多的消费者转向网上购物,以及各大品牌将营销力量从百货商店转移到零售网点,与诺德斯特龙同名的奢侈品商场的销售额几年来一直在下滑。萨克斯第五大道精品百货店(Saks Fifth Avenue)、布鲁明戴尔百货店(Bloomingdale’s)和尼曼百货商店(Neiman Marcus)都遭遇了同样趋势的冲击。

为了提前准备应对购物中心和百货商店购物量长期下滑,诺德斯特龙在洛杉矶和纽约等最重要的市场增建了一些小型“当地”商店。比起功能齐全的百货商店,这些占地3,000平方英尺的店面更像是服务中心,顾客可以在此试用试穿在网上购买的物品或者定制服装,而无需前往全产品线的百货商店。鉴于许多购物者在疫情期间不愿去购物中心或大型商店购物,这种策略被证明极有先见之明。

但“当地”商店的概念相对较新,只在一些重要市场建立运行,因此诺德斯特龙也在考虑更充分地利用其247家Rack折扣店,为全价商店顾客提供一系列服务,如购买商品的自取服务,因为这里的客流量恢复得更快。

然而对于诺德斯特龙依靠其Rack折扣店的实力,一些分析师提出了质疑:在其奢侈品光环受到影响之前,该品牌在折扣店道路上能走多远。

该公司认为这一质疑过于二元对立而不予考虑。公司的首席执行官诺德斯特龙说:“许多消费类企业可能会过于执着于这样的想法——‘哦,他们是全价商店顾客’,‘他们是折扣店顾客’——事实上,大多数顾客都是超越各种界限限定的。”

但这并不意味着该公司放弃位于购物中心的百货商店。诺德斯特龙表示,他们对品牌建设和支持电子商务至关重要。他还指出,公司所有的百货商店都位于所谓的A级购物中心,即拥有高端租户的中心。他说:“总的来说,我们对我们的商店很有信心。”

尽管面临疫情挑战,诺德斯特龙仍然相信,基于引入与电子商务配合并为购物者提供有用接触点的商店的商业模式是长期稳健的。其中包括去年耗资数亿美元开业的诺德斯特龙纽约旗舰店,在去年秋季强劲开局后,该旗舰店目前正在努力应对客流量疲软的问题。

诺德斯特龙表示:“那些回到商店购物的人喜欢人与人之间的互动。当更多的场景重现时,如举办婚礼、会议,重回办公室,我们将处于有利地位。”(财富中文网)

译者:Biz

对于典型购物者来说,诺德斯特龙(Nordstrom)几乎就是购物中心的代名词。诺德斯特龙可能是位于高档社区里的豪华购物中心,但它仍然属于购物中心。

事实上,总部位于西雅图的诺德斯特龙正是凭借其位于购物中心的百货商店而出名的。但近年来,它扩大了业务范围,打造了一个大型电商平台,目前约占其总销售额的三分之一。此外,诺德斯特龙还扩大了旗下折扣连锁店Rack的规模,以减少对百货商店的依赖,并在飞速增长的折扣市场中占据更大份额。

结果如何呢?那些通常仍然位于购物中心的雅致的旗舰店,去年的销售额仅占公司总销售额的38%。新冠疫情危机的影响只会加速消费者远离高端的店内体验。

诺德斯特龙创始人的曾孙、首席执行官埃里克•诺德斯特龙对《财富》杂志说:“实际上,疫情爆发前这个趋势就存在了,疫情爆发只是加快了这一趋势。我们真的认为自己不是一家单纯基于购物中心的百货公司。”

与大多数销售非必需品的零售商一样,诺德斯特龙的业务也因为疫情封锁期间长期关闭门店而遭受重创。今年第一季度,尽管其数字业务业绩不错,实际上有所增长,但它的总收入降至20亿美元,下降了40%。这场疫情危机迫使诺德斯特龙重新考虑其门店在整体业务中的角色;该公司最近宣布,将关闭其116家百货商店中的16家,这是该公司119年以来史上首次大规模关闭门店。

此次闭店,是因为美国大片地区病毒感染病例激增,令诺德斯特龙和其他零售商紧张不安。今年3月就任首席执行官的埃里克•诺德斯特龙称:“我们原以为情况好转的速度会比现在快。”

多年来,大型百货商店一直是诺德斯特龙的主营业务,它的成功模式让其从以客户服务著称的太平洋西北地区的区域性企业发展成为全国连锁企业。

然而,尽管诺德斯特龙取得了巨大成功,但随着越来越多的消费者转向网上购物,以及各大品牌将营销力量从百货商店转移到零售网点,与诺德斯特龙同名的奢侈品商场的销售额几年来一直在下滑。萨克斯第五大道精品百货店(Saks Fifth Avenue)、布鲁明戴尔百货店(Bloomingdale’s)和尼曼百货商店(Neiman Marcus)都遭遇了同样趋势的冲击。

为了提前准备应对购物中心和百货商店购物量长期下滑,诺德斯特龙在洛杉矶和纽约等最重要的市场增建了一些小型“当地”商店。比起功能齐全的百货商店,这些占地3,000平方英尺的店面更像是服务中心,顾客可以在此试用试穿在网上购买的物品或者定制服装,而无需前往全产品线的百货商店。鉴于许多购物者在疫情期间不愿去购物中心或大型商店购物,这种策略被证明极有先见之明。

但“当地”商店的概念相对较新,只在一些重要市场建立运行,因此诺德斯特龙也在考虑更充分地利用其247家Rack折扣店,为全价商店顾客提供一系列服务,如购买商品的自取服务,因为这里的客流量恢复得更快。

然而对于诺德斯特龙依靠其Rack折扣店的实力,一些分析师提出了质疑:在其奢侈品光环受到影响之前,该品牌在折扣店道路上能走多远。

该公司认为这一质疑过于二元对立而不予考虑。公司的首席执行官诺德斯特龙说:“许多消费类企业可能会过于执着于这样的想法——‘哦,他们是全价商店顾客’,‘他们是折扣店顾客’——事实上,大多数顾客都是超越各种界限限定的。”

但这并不意味着该公司放弃位于购物中心的百货商店。诺德斯特龙表示,他们对品牌建设和支持电子商务至关重要。他还指出,公司所有的百货商店都位于所谓的A级购物中心,即拥有高端租户的中心。他说:“总的来说,我们对我们的商店很有信心。”

尽管面临疫情挑战,诺德斯特龙仍然相信,基于引入与电子商务配合并为购物者提供有用接触点的商店的商业模式是长期稳健的。其中包括去年耗资数亿美元开业的诺德斯特龙纽约旗舰店,在去年秋季强劲开局后,该旗舰店目前正在努力应对客流量疲软的问题。

诺德斯特龙表示:“那些回到商店购物的人喜欢人与人之间的互动。当更多的场景重现时,如举办婚礼、会议,重回办公室,我们将处于有利地位。”(财富中文网)

译者:Biz

For the typical shopper, Nordstrom is all but synonymous with the mall. Yes, probably a glitzy mall in a fancy neighborhood, but still: the mall.

And indeed, Nordstrom’s mall-based department stores are how the Seattle-based retailer made its name. But in recent years, Nordstrom has broadened its business, building a massive e-commerce machine that now represents about one-third of sales, and expanding its discount Rack chain to reduce its reliance on its department stores and to get a bigger chunk of the exploding off-price market.

The upshot? Those elegant flagship stores, still mostly housed in malls, generated just 38% of company sales last year. And the impact of the COVID-19 crisis will only hasten the shift away from the high-end, in-store experience.

“It’s really an acceleration of pre-COVID trends,” Erik Nordstrom, chief executive and the great-grandson of the retailer’s founder, tells Fortune. “We really don’t think of ourselves as a mall-based department store.”

Like most retailers selling nonessentials, Nordstrom’s business got clobbered by extended store closures during the lockdowns: In the first quarter, Nordstrom revenue fell 40% to $2 billion, despite a decent performance by its digital arm, which actually grew. The crisis is forcing Nordstrom to rethink the role of its stores in its overall business; the company recently announced it was closing 16 of its 116 department store locations, the first large-scale store closing campaign in its 119-year history.

The closures come as a spike in new coronavirus infections in large swaths of the country is putting Nordstrom and other retailers on edge. “We thought the recovery would be further along than it is now,” said Erik Nordstrom, who became CEO in March.

For years, the large department stores were Nordstorm’s bread and butter, and its successful formula allowed it to go from regional player in the Pacific Northwest renowned for its customer service to a national chain.

Yet for all its success, sales at Nordstrom’s namesake luxe emporiums have been drifting downward for several years as more shoppers transition to buying online, and as brands have shifted their marketing muscle away from department stores and toward their own retail outposts. Saks Fifth Avenue, Bloomingdale’s, and Neiman Marcus have all been hit by the same trends.

In an attempt to get in front of the secular declines in shopping at malls and department stores, Nordstrom has built out clusters of small “Local” stores in its most important markets like Los Angeles and New York. These 3,000-square-foot locations are more service hubs than full-functioning stores, but allow customers to try on something bought online or have a garment tailored without having to travel to a full-line store. And that strategy is proving particularly prescient during the pandemic, given many shoppers’ continued reluctance to go malls or big stores.

But the Local concept is relatively new and only up and running in a few key markets, so Nordstrom also is looking at making greater use of its 247 Rack discount stores—where shopper traffic has rebounded more quickly—by offering services like order pickup to customers of its full-price locations as well.

As Nordstrom has leaned into the strength of its Rack locations, some analysts have questioned how far down the discount store road the brand could go before hurting its luxury aura.

The company dismisses this idea as overly binary. “Many consumer businesses can fall into the trap of hewing too tightly to the idea of, ‘Oh, they’re a full-price customer,’ ‘They’re an off-price customer,’” says CEO Nordstrom. “The fact is that most customers cut across lines.”

This is not to say the company is packing it in when it comes to mall-based stores. They are crucial for brand building and supporting e-commerce, says Nordstrom. And the CEO notes that all of the company’s department stores are in so-called A-malls, the centers with the highest-end tenants. “In general, we feel good about our locations,” he says.

Despite the challenges of the pandemic, Nordstrom still believes in the long-term soundness of a business model based on inviting stores that work with e-commerce and provide useful touch-points for shoppers. That includes the New York flagship Nordstrom opened last year at a cost of hundreds of millions that is now grappling with weak traffic after a strong start in the fall.

“Those who are returning to stores are enjoying having a human interaction,” says Nordstrom. “When more occasions return, like weddings, conferences, going into the office again, we’ll be well positioned.”

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