KKV is generated from KK Guan as an independent W-brand. KKV was set up in May 2019, which serves as an integrated shop of exquisite life style. It adopts an O2O （ online plus offline ）store business model", covering fourteen main categories of products: food and snacks, beauty and skin care products, and general merchandises.
14 categories, including beauty, personal care, accessories, alcohol, snacks, ready to wear, stationery, toys, etc.
Retailer Positioning：
Key Competitors： Watsons，Wanning，MINISO
Category Covering：14 categories, including beauty, personalcare, accessories, alcohol, snacks, #readytowear , stationery, #toys , etc.
SKU： Over 20,000
Type： Multi Brands Retails
Location: Over 50 cities, mainly in first-tier and second-tier across the country (40%-50%)
Store Num： 300+
Average Store Spaces： 800-1200 m²
Target Consumer： Gen-Z (Post 95-00), Females aged between 18-35
Ave Price： RMB¥30- 170 (Imported RMB¥100-300)
KK Group Financing Overview
a new round of financing worth approximately RMB1 billion (US$141.6 million) led by CMC Capital.
How KKV Developed
2014, KK Hall Generation 1.0: 80m², four stores. Primary engagement: retail for fast-moving consumer goods such as cosmetics, snacks, personal care, etc.
2015, KK Hall Generation 2.0: 400 sm². The upgrade includes integrated catering services, Cafe and book salons.
2017，KK Hall Generation 3, focusing on imported fast-moving consumer goods.
2019, KK Hall Generation 4.0: 1,000+ m², with over 20,000 SKUs, including 14 categories covering beauty, personal care, accessories, alcohol, snacks, ready to wear, stationery, and toys.
Tophit "Multi-Brands", a new generation of shopping mall. KKV, as a new place for traffic, like all new retail formats, is committed to reshaping the relationship between "People, Products, Brick-and-Mortar".
For "People", KKV focuses on Generation Z with more substantial spending power. Given their good use of social media for display and sharing, KKV pursues eye-catching visual effects from store design to product display, with communication as a priority consideration point.
Because of the characteristics of young consumers, KKV also reduces the presence of staff and enable more efficient self-select services.
For "Products", to meet the spending habits of Generation Z who are willing to try new things based on pursuing quality. KKV adopts the principle of "Quality + Novelty, Unique and Special" as its product selection principle, emphasising "INS", "Trending", and "Limited Edition". They tend to bring new "Products" more often in a more dynamic way. At present, KKV has more than 20,000 SKUs, 40% of which are exclusive and customised, and constantly update between 500 to 800 SKUs monthly. In terms of the supply chain, KKV adopts a direct purchase model. It enables large-volume purchases, lowers the purchasing cost for the goods, and at the same time ensures that the price is accessible.
For "Brick-and-Mortar", KKV focuses on the new generation flagship stores model. Its bold and eye-catching container interior style is different from the "uniform" long-existing Nordic lifestyle collection stores. It aims to reflect the brand's propositions of fashion, personality, vitality, and innovation with container themes and create immersion shopping experiences. The space aesthetics creates a sense of immersion in the scene. Un-following the standard store merchandising display - having an accessory wall all the way up to the ceiling, which makes massive differences to the typical store shelf height between 1.4~1.5 meters.
Wu Yuening believes that the "container" style is a game-changing disturber for the market. It enables a standardised and seamless connection between different modes of transportation, which greatly improves global resource flow allocation efficiency.
After all, the thesis of "People, Products, Brick-and-Mortar" is nothing more than a better consumer experience. No matter how the trend changes, consumers will always pay for better.
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