事情是来源于业务的新需求 – 虚拟门店。
做了好几年的门店开发管理系统，当虚拟门店这个概念提出来当时候，第一反应是：
- 为什么要建立虚拟门店？
- 谁来维护？
- 建立的流程是什么？
- 在虚拟门店上会发生什么业务场景？要售卖什么？
如果说针对物理门店的门店开发管理系统是一套面向企业内部使用的信息系统的话，那么也也符合软件系统的最基本价值：提供给 stakeholders behavior ，同时兼具 soft structure.
Behavior 容易理解，系统开发人员跟业务需求方聊功能需求说明，形成需求文档，接着开发 coding 以满足那些业务需求。而 structure 则更多的是要求一定架构设计基础上的灵活适配性。
围绕则物理的这个 门店 location ，通过这套系统完成所有的 behavior 的同时，从无到有，遵从一定的体系过程，将一个公司的“资产”建立起来，作为“第三空间” 为消费者提供超感体验。门店开发这一概念从传统零售行业的发展路径中来，其生命周期涵盖了作为一家物理店址 location 的方方面面。具体参考：
https://bonjourafe.com/2019/02/24/how-store-development-works/
Store lifecycle Management
Digital Strategy
星巴克今天宣布成立2个独立的BU – retail 和 digital venture 分别支持第三空间实体门店体验和第四空间数字化服务。而这个第四空间，the digital space 则包括新开展的 Delivery 外卖服务、移动点单服务和其他所有 digital service. 随着新零售事业部的组织结构建立，我们提到门店的时候，总是不得不提 Omni-channel ，因为越来越多的面向消费者的 Service 来通过 “渠道” 来触达来实现。
那到底是先有门店，还是现有渠道？数字化服务是否就是通过渠道打通前端？可以不需要实体门店？
重新定义“门店“刻不容缓。
引用一图
首先说明如下几个概念：
- 门店 Store
- 点址 Location
- 渠道 Omin-channel
- retailer
- customer
在 《Smart Retail》这本书中，基于当前的retail 模式，基于当前面向渠道的“打法”，作者提出了面向 location 的思路：
looks forward beyond the idea of “omni-channel retailing” to a very close reality where retailing becomes entirely “location-agnostic”
先看看Omni-channel的定义：In theory, the omni-channel refers to a single and unified channel experience with multiple touch points, which include physical stores, online stores and direct marketing; mass communication channels (television, radio, print media, C2C, etc.), online channels (social media, search engines, comparison sites, e-mail, display etc.) and mobile channels (SMS, branded apps, etc.). Some examples of omni-channel practices are click-reserve, click-collect, tablets as in-store sales tools, in-store product order through mobile apps, etc.
retailing happens in location
For a retailer there simply aren’t channels to customers, there are only locations; those places where customers can be sold to. Sometimes that location might be a URL, it might be a physical store, it might be embedded in a blog, it might be pinged off a beacon, it might be the surface of the train table in front of you but each is still just a location – they have to be engaging, easy to shop, safe and low-friction.
Instead of asking ‘how do we get in front of those customers in group x’, we should be asking one much simpler question ‘where are people when they might want to buy the stuff we sell?’
The alternative to omni-channel is to think in terms of locations only – what sort of store do we need if our location exists in physically browsable form? How do we engage, inspire and then service customers? Where are people when they are in the mood to buy the stuff we sell?’
The customer is doing the dictating, we can no more create a channel and expect customers to automatically and gratefully shop it, than we can expect them to adhere to any of our rules.
A channel is a route to somewhere.
A location is that somewhere.
Bonjour Rafe 