新零售这一概念是由阿里巴巴的马云在2016年的阿里云栖大会上提出的，根据 马云的观点，新零售是未来的发展方向，是替代电子商务的新观念。具体来说，新零 售指的是在互联网背景下，个人或企业通过使用先进的技术手段，比如大数据与人工 智能等，并结合心理学知识等其他学科知识，升级改造企业产品的生产制造到物流销 售的全过程，而这种产业的变革将重新塑造业态结构，构建全新的业务生态环境，在 具体操作方面主要是线上服务结合线下体验，并与现代物流手段进行深度融合。新零 售的崛起是顺应了时代发展潮流的，首先，互联网时代的红利逐渐萎缩，传统的电子 商务不可能出现较大的增长，面临着发展的瓶颈。根据官方数据，互联网零售额在近 几年的表现并不乐观，2014到2016年零售额的增长速度下滑了25%左右，而尽管天 猫的双十一活动每一年都在创新成交额，但是GMV增速在2016年下降到24%。国 内的艾瑞咨询公司发布报告预测认为国内网购的增速在未来将会持续每年下降8%到 10%。当传统的网上零售增速放缓，电商企业必须正视这一点并求存求变。其次，传 统电子商务的明显短板在今天愈发显现出来，线上购物无法带来如线下一般良好的消 费体验的质疑一直存在。从电子商务诞生的第一天起，对于线上购物体验的争论就从 未消失，而在线上购物不断扩大体量的今天，这一问题暴露的更加频繁。因此，电子 商务企业在用户体验方面不能满足消费者的需求时，就会被消费者逐渐放弃。但是， 如果放弃线上购物，仅仅注重改善线下服务，这种开历史倒车的行为也一定不能使企 业获得成功。 在零售业面临发展瓶颈之时，企业向新零售思维的转变尤为重要。在新零售概念 被提出之后，许多企业开始喊口号要发展新零售，但是许多企业的尝试似乎并没有取 得大的成果。韩都衣舍是一家互联网快时尚行业，十几年间从一家淘宝店成长为一家 多品牌互联网服装公司，现在同时也是互联网企业孵化平台。韩都衣舍在2017年被 《哈佛商业评论》杂志评为十大新零售企业之一，而韩都衣舍对新零售亦有自己的思 考。韩都衣舍提出“不做线下”的新零售新思路，二级生态的发展战略成功为其自身 的新零售开辟了一条新的道路。而为了实现韩都衣舍在新零售业态这一大背景下的发 展，韩都衣舍创新性地开创了新的运营管理模式——小组制。小组制是韩都衣舍对阿 米巴经营模式的改良，是帮助韩都衣舍获得良好客户满意度，实现“少量多批”经营， 提高运营效率的成功关键因素。所谓小组制，就是指打散传统的职能部门并重新组合， 从企业的设计部门、销售部门等其他部门抽出三到五人组成一个小组，每个小组负责 产品从生产到物流到售后的全部过程，而小组成员的考核根据小组的销售业绩进行计 算。小组制将小组成员的权责利统一到一起，能够激发员工的主动性，而赋能给员工 更是能够培养员工的管理意识。韩都衣舍的小组制由最初只在产品中心，逐步延伸到 企业的其他业务部门，而今又逐渐实现小组制的社会化。 II 本文尝试通过分析新零售业态下韩都衣舍的新零售战略和运营模式获得一定启 示，从而为其他电商企业提供一定借鉴。本文以韩都衣舍这一典型互联网电商企业为 案例开展研究，分析了韩都衣舍如何应对新零售挑战，对韩都衣舍的发展历程进行分 析之后，提出韩都衣舍的提袋零售观念、二级生态战略以及大粉丝化布局，然后在这 一基础之上，通过对韩都衣舍小组制运营模式的演变发展解释了韩都衣舍小组制运营 模式的主要内容以及为什么韩都衣舍能够形成小组制，然后对韩都衣舍小组制的优劣 势进行了阐述。最后，韩都衣舍小组制的成功运行离不开其他服务的支持，韩都衣舍 仍然需要不断投入资源优化企业的IT信息系统、柔性供应链、专业的客服系统与中 央智能物流系统。最后，本文指出了本次研究的结论、局限之处以及对未来的展望。 关键词：新零售；韩都衣舍；小组制；阿米巴经营 III ABSTRACT TheconceptofnewretailingwasputforwardbyMaYunofAlibabaattheAlibaba YunConferencein2016.AccordingtoMaYun'sview,newretailingisthefuturedirection ofdevelopmentandanewconcepttoreplacee-commerce.Specifically,newretailrefersto thewholeprocessofupgradingandtransformingtheproductionandmanufactureof enterpriseproductstologisticsandsalesunderthebackgroundoftheInternet,throughthe useofadvancedtechnologicalmeanssuchasbigdataandartificialintelligence,combined withotherdisciplinessuchaspsychologicalknowledge,andthetransformationofthis industrywillbereshaped.Intermsofspecificoperation,itismainlythecombinationof onlineserviceandofflineexperience,andthedeepintegrationwithmodernlogisticsmeans. Theriseofnewretailconformstothetrendofthetimes.Firstly,whenthedividendofthe Interneteraisgraduallyshrinking,thetraditionale-commercecannotgrowsignificantly andisfacingthebottleneckofdevelopment.Accordingtoofficialdata,theperformanceof Internetretailsalesinrecentyearsisnotoptimistic.ThegrowthrateofInternetretailsales declinedbyabout25%between2014and2016,whilethegrowthrateofGMValso droppedto24%in2016,despitetheinnovativeturnoverofTianmao's"DoubleEleventh Event"everyyear.AccordingtoareportreleasedbyIriConsultingCompany,thegrowth rateofonlineshoppinginChinawillcontinuetodeclineby8%to10%annuallyinthe future.Whenthegrowthrateoftraditionalonlineretailingslowsdown,e-commerce enterprisesmustfaceuptothispointandstriveforsurvivalandchange.Secondly,the obviousshortcomingsoftraditionale-commercearebecomingmoreandmoreobvious today.Questionsthatonlineshoppingcannotbringasgoodconsumptionexperienceas offlinehavealwaysexisted.Fromthefirstdayofthebirthofe-commerce,thedebateabout onlineshoppingexperiencehasneverdisappeared.Today,withonlineshoppingexpanding, thisproblemhasbeenexposedmorefrequently.Therefore,e-commerceenterpriseswillbe graduallyabandonedbyconsumerswhentheycannotmeettheneedsofconsumersin termsofuserexperience.However,ifweabandononlineshoppingandonlyfocuson improvingofflineservices,itisabsolutelyimpossible.Thiskindofreversalofhistorywill notmakeenterprisessucceed. Whentheretailindustryisfacingthebottleneckofdevelopment,itisparticularly importantforenterprisestochangetheirthinkingtowardsnewretail.Aftertheconceptof newretailwasputforward,manyenterprisesbegantoshoutsloganstodevelopnewretail, buttheattemptsofmanyenterprisesdidnotseemtoachievegreatresults.HanduClothing HouseisanInternetfastfashionindustry.IthasgrownfromaTaobaostoretoamulti-brand Internetclothingcompanyinmorethantenyears.NowitisalsoanInternetbusiness IV incubatorplatform.HanduClothingHousewasnamedoneofthetoptennewretail enterprisesbyHarvardBusinessReviewmagazinein2017,andHanduClothingHouse alsohasitsownthinkingonnewretail.HanduClothesHouseputforwardanewretailidea of"donotdooffline".Thedevelopmentstrategyofsecondaryecologyhassuccessfully openedupanewroadforitsownnewretail.InordertorealizethedevelopmentofHandu clothinghouseunderthebackgroundofnewretailformat,Handuclothinghouse innovativelycreatedanewmodeofoperationandmanagement-groupsystem.Group systemistheimprovementofAmiba'sbusinessmodelofHanduclothinghouse.Itisthe keyfactortohelpHanduclothinghouseobtaingoodcustomersatisfaction,achieve"asmall numberofbatches"operationandimproveoperationalefficiency.Theso-calledgroup systemmeanstobreakupthetraditionalfunctionaldepartmentsandreassemblethem. Threetofivepeoplearedrawnfromotherdepartmentssuchasthedesigndepartmentand theSalesDepartmentoftheenterprisetoformagroup.Eachgroupisresponsibleforthe wholeprocessoftheproductfromproductiontologisticstoafter-sale.Theassessmentof themembersofthegroupisbasedonthesalesperformanceofthegroup.Groupsystem unifiestherights,responsibilitiesandinterestsofteammembers,whichcanstimulatethe initiativeofemployees,andempowermentcancultivatethemanagementconsciousnessof employees.ThegroupsystemofHanduclothinghousewasinitiallyonlyintheproduct center,andgraduallyextendedtootherbusinessdepartmentsoftheenterprise.Nowithas graduallyrealizedthesocializationofthegroupsystem. Thisarticleattemptstoobtainsomeinspirationbyanalyzingthenewretailstrategy andoperatingmodelofHanduClothinginthenewretailformat,soastoprovidesome referenceforothere-commercecompanies.ThisarticletakesHanduyishe,atypicalInternet e-commercecompanyasacasestudy,analyzeshowHanduyisherespondstonewretail challenges,analyzesthedevelopmentprocessofHanduyishe,andproposesahandbagfor HanduyisheRetailconcept,secondaryecologicalstrategy,andbigfan-orientedlayout. Basedonthis,themaincontentofHanduClothingGroup'sgroupoperatingmodelis explainedthroughtheevolutionanddevelopmentofHanduClothing'sgroupoperating modeandwhyHanduyishecanformagroupsystem,andthentheadvantagesand disadvantagesofHanduyishegroupsystemareexplained.Finally,thesuccessfuloperation oftheHanduClothingGroupisinseparablefromthesupportofotherservices.Handu Clothingstillneedstocontinuouslyinvestresourcestooptimizethe