Performance Evaluation Study Of New Retail Digital Transformation In Company L

In recent years,with the rapid development of computer hardware as well as artificial intelligence technologies,the era of big data has quietly arrived.In the context of the Internet economy,these big data technologies have slowly begun to penetrate the traditional physical retail industry.Traditional physical retail development has been impacted by a combination of many factors,such as the expansion of e-tailing,the growth of operating costs,and the structural changes in consumer demand.At the same time,the new retail model has been developed,which has played an irreplaceable role in reshaping the relationship between people,goods and shopping malls in the physical retail industry.Based on this background,the digital transformation of new retail has become one of the popular directions of development in the retail industry.However,there are relatively few studies related to the impact of new retail digital transformation on corporate performance in China,so this paper hopes to analyze the impact of new retail digital transformation on corporate performance in depth by starting from specific cases.This paper first collates previous literature to explain the concepts related to new retail digital transformation and enterprise performance evaluation.Next,the paper selects Company L,a fast-growing company in the footwear industry in recent years,as a case study,and introduces its new retail digital transformation history.In this paper,factor analysis and case study method were used to analyze the performance changes of Company L before and after the transformation for a total of six years,and also compared horizontally with other footwear retailers in the industry,and finally the study found that the new retail digital transformation did not improve Company L’s performance significantly.The financial indicators were evaluated in terms of debt service,operation,profitability and development capability,and it was found that the financial performance of Company L was not significantly improved after the transformation.The non-financial performance reference balanced scorecard chose to evaluate Company L from three dimensions: customer dimension,internal process dimension and learning and growth dimension,and found that Company L still had many problems that needed improvement after transformation.The results of the study show that Company L’s performance has not been significantly improved after the new retail digital transformation.The following problems exist in its new retail digital transformation process:large investment in financial products and insufficient investment in physical R&D;difficulty in changing digital thinking;lack of diversity in consumers’ personal experience;high risk in accounts receivable management;and high operating costs.This paper argues that Company L should take the following countermeasures for optimization: increase R&D investment to deepen new retail digital reform;improve enterprise digitalization;enhance new retail customer experience;optimize accounts receivable management to reduce bad debt risk;and strengthen new retail operation cost control,etc.The study on the new retail digital transformation of Company L can provide some reference and practical significance for traditional footwear and apparel retailers who want to regain their vitality through new retail digital transformation.