In Imai Makoto's view, shopping center department stores will also encounter homogenization.

Beijing Hua Tang needs to provide advance supply of exclusive commodities, niche products and quality products to create "heterogenous" opportunities for itself.

Obsessed with the price war, the performance of Beijing Hua Tang is down all the way, which is a heavy cost of closing shop.

Imai Makoto said that the problem of losing stores is not a store, and all the stores in Beijing market have similar problems.

Consumers have been accepting new ideas and new forms. However, Beijing Hua Tang has not kept pace with the times and remains in the old business concept.

After being pferred from Chengdu to Beijing, Imai Makoto said that he had been doing one thing to lead the senior people to innovate from the concept, and then passed them on to the staff so that the whole Beijing hall could be revived.

The impression that Hua Tang delivers to the outside world is only food, but in Imai Makoto's view, it is precisely because of this evaluation and understanding that Hua Tang is even more in need of change.

Hua Tang has advanced research and exploration in food, and is constantly upgrading according to the requirements of consumers for taste and quality. This is also the secret of the success of the food business in Hua Tang.

As a matter of fact, it has invested a lot in clothing and housing, but obviously this kind of investment does not cater to the needs and changes of consumers.

Imai Makoto said that at present, Hua Tang is carrying on the idea renovation while carrying on the pformation of the store.

After the pformation, stores will be more valuable, Imai Makoto explained. When Beijing provides consumers with newer goods and services to make the stores more personalized, it will also be able to start growing again.

In the past, the relationship between Beijing Hua Tang and suppliers was relatively passive.

In the paction, the company's production, logistics and sales share the whole system, that is, the manufacturer sends the goods to the supplier, and the supplier turns to the store.

At the beginning of this year, Beijing Hua Tang started supplier reform, hoping to change this pattern, and let manufacturers, suppliers and shopping malls jointly develop products, create market and get rid of homogenization constraints.

Imai Makoto said that Beijing Hua Tang will pform some suppliers into cooperative partners and enter deep joint ventures.

Beijing Hua Tang will cooperate with some suppliers who are willing to try to develop independently. The two sides will jointly develop proprietary goods and exclusive commodities.

In Imai Makoto's view, if only some of its own changes are weak, Beijing Hua Tang needs to pform with suppliers' "external forces".

In the future, Hua Tang hopes to be the leader of new things.

Imai Makoto said that stores will once again pack small items which were not valued in the past and push them into the mass market, so as to improve the quality of conventional commodities.

In addition to these two parts, the largest part of the advanced operation of Hua Tang is from the front-end products that cooperate with some suppliers.

Imai Makoto did not disclose whether the supplier has already cooperated with them, but the Beijing hall will not force suppliers to change. They will choose some suppliers who have advanced consciousness and willing suppliers.

From the supplier, not only is Hua Tang, Zhong Tingsen, founder of Parkson, the first foreign capital store, leads the team to buy the brand globally, trying to reverse the decline of the Chinese market.

In Imai Makoto's view, the convenience of operators often causes inconvenience to customers. Foreign department stores have a common problem. They always like to push the best of themselves to consumers, ignoring the real needs of consumers.

Imai Makoto said that operators' adjustment and change with consumers often involve complicated processes.

Although the process of "breaking cocoon" is painful, it will yield ideal results.

Imai Makoto believes that foreign department stores need to think about the change of consumers as the main body.

At present, Beijing Hua Tang from the grassroots to the top is doing daily work again refinement.

Imai Makoto asked the senior authorities to collect information on the store in person, carry out experience in the store, and understand the needs of consumers.

Through the feeling of affinity, Beijing Hua Tang can accurately grasp the needs of consumers.

Imai Makoto said that the Beijing hall has three stages, namely, short, medium and long. The first stage is the starting point of employees' return and the remining of consumer habits.

After the completion of this stage, Beijing Hua Tang can speed up its reform. Otherwise, no more investment can change the backward situation.