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Hadi Kuncoro

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Oleh Hadi Kuncoro

Group CEO PowerCommerce.Asia

 

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TechnoBusiness Opinion • Pada Selasa (29/9) malam kemarin, saya mendapatkan dokumen siaran pers dari sahabat terkait kerja sama strategi antara Gojek dan Unilever melalui layanan GoToko-nya.

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Dalam perkembangan dunia e-commerce hingga saat ini, kontribusi ritel online masih di bawah 15% dari total bisnis ritel nasional. Yang berarti 85-90% penjualan ritel masih berada di jaringan distribusi offline.

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GoToko, platform B2B untuk warung kelontong dari Gojek.

Jaringan distribusi offline itu memiliki struktur sebagai berikut: Prinsipal (Manufacture) -> Wholesale (Grosir) -> Toko -> Konsumen Akhir. Adapun jaringan offline terbagi dua: Modern Trade (MT) Retail dan General/Traditional Trade (GT) Retail.

Modern Trade (MT), mulai dari level grosir seperti Lotte Mart (dulunya Makro), level toko sekelas hypermarket, supermarket, minimarket, hingga convenience store.

Di General/Traditional Trade (GT) ada grosir, kelontong, warung, star outlet, modern trade independen, rombong (street vendor), dan terakhir ada institusi seperti koperasi.

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Di area kategori Makanan dan Minuman, ada jalur Horeca atau hotel, restoran, dan café.

Nah, melihat karakteristik jaringan-jaringan distribusi tersebut, kerja sama antara Gojek dan Unilever mungkin akan diimplementasikan dengan dua pilihan skenario.

Kerja sama antara Gojek dan Unilever mungkin akan diimplementasikan dengan dua pilihan skenario.

Pertama, Gojek akan mendapatkan barang dari appointed distributor; kedua, Gojek acting sebagai e-distributor.

Jika poin pertama terjadi, maka Gojek akan berperan sebagai pengganti salesmanship dan distributor logistik. Tapi, stockist (stock ownership-stock financing) tetap akan dipegang distributor.

Secara teknis, penjualan di distributor, baik yang take order maupun canvasing, harus digabungkan dengan Gojek.

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Namun, jika skenario kedua yang dilakukan, Gojek menjadi e-distributor, maka semua peran distributor beralih ke Gojek atau GoToko. Dan, secara teknis peran distributor akan hilang. Lihat perkembangan dua tahun ke depan.

Oleh karena itu, tantangan terbesar dalam konsep GoToko adalah menjawab pertanyaan: apakah bisa menjadi inklusif untuk seluruh prinsipal?

Secara prinsip jaringan distribusi offline dan praktik di lapangan bertahun-tahun, tidak ada satu prinsipal pun yang ingin menaruh telurnya dalam satu keranjang yang sama dengan prinsipal lain.

Contoh, setelah Unilever, apakah Wings Group, P&G, dan lainnya akan ikut bekerja sama dengan GoToko? Kita lihat perkembangannya nanti.

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Bagi usaha kecil dan menengah (UKM), apakah kerja sama ini menjadi benefit dalam mendapatkan sourcing produk-produk dari Unilever atau juga dari prinsipal fast moving consumer goods (FMCG) lainnya secara lebih mudah dan murah?

Tantangan terbesar dalam konsep GoToko: apakah bisa menjadi inklusif untuk seluruh prinsipal?

Atau, bagi UKM dan merek lokal yang kategorinya sama dengan Unilever, akan mendapatkan tantangan berat dengan model kerja sama ini?

Namun, konsep B2B e-commerce seperti ini sudah dimulai sejak dua tahun lalu oleh Bukalapak, Kudos (dibeli Grab), StoreKing (tutup, afiliasi Udaan), Stoqo (tutup).

Sekarang GoToko berhasil diimplementasikan di 2,5 juta toko/warung di Tanah Air dari 3,5-4 juta toko ritel, baik berupa modern trade maupun general trade).

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Pemain sejenis yang mulai masuk ada ULA, UDAAN (dari India), dan SRC (Sampoerna Retail Community) walau belum jelas arahnya menuju ke mana.

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Sebelumnya, di level rombong atau street vendor, ada Warung Pintar yang berupaya mendigitalisasikan ritel offline general trade.

Jadi, mari kita lihat perkembangannya ke depan, setidaknya dalam kurun waktu 2-3 tahun, apa yang akan terjadi dengan “New Landscape Distribution Network Consumer Goods Industry” di Indonesia!•

 

Simak berita-berita kami dalam bentuk video di kanal TechnoBusiness TVJangan lupa berikan atensi Anda dengan “like, comment, share, dan subscribe”.

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