【New Retail Culture】A new retail culture construction project for an internationally renowned watch brand

Project background:

An internationally renowned watch brand currently has more than 200 employees in about 20 stores in China.

In the face of changes in the market environment, an internationally renowned watch brand decided to introduce the concept of new retail, combining traditional stores with e-commerce, big data, and O2O ecosystems to develop new market opportunities through new technologies and means.

In response to the new business strategy and the need for talent retention and development, the management of an internationally renowned watch brand decided to sort out and create a new retail organizational culture to adapt to the rapidly evolving business needs.

Project process

1. Definition: basic issues

• "New retail" - on the basis of traditional stores, combining e-commerce, big data, and building an O2O ecosystem What does it mean for "us"?

• What is the difference between the behavior of people we need to see in the new retail model and the behavior of people in the traditional model?

• What kind of behavior do we expect to see from our employees?

2. Understanding and internalization: It is better to teach people to fish than to teach them to fish

• Definition of executive engagement culture to ensure "ownership"

• Turning external consultants' advice into "your own"

3. Application and implementation: turn words into reality

• You got what you measured: apply the defined cultural content to daily management (performance evaluation, talent inventory, etc.);

• Employees treat their superiors with "upward and downward efficiency" rather than "obedience": through the guidance of executive workshops and other activities, help executives show more and more conscious behaviors that reflect organizational culture in their daily work;

• Supporting system and system: corresponding reward mechanism