《我的回忆录》02.09｜第二次扩张：我把自己做成了一个UK零售生态里的连接人

English Version ⬇️ 

2023 年第二次扩张的时候，我其实没有意识到，自己正在慢慢积累另一种能力：成为 UK 零售生态中的一个连接人。

那次扩张，我们同时推进了 4 个不同的 UK locations。我需要和不同的 Landlord、房产公司沟通，谈商业条款、合同，也处理各种实际的落地问题。与此同时，我也在不断寻找真正适合 UK 市场的品牌和产品，并思考：怎样呈现，UK 消费者才更容易理解和接受？

慢慢地，我发现：

👉 找到一个好 location 和一个好产品，都只是第一步。真正重要的是，怎么把品牌、产品和 UK 消费者连接起来。

对于品牌来说，你需要真正理解它的文化和优势，

❓ 同时知道怎样把这些优势用当地消费者能够理解的方式呈现出来。

对于 Landlord 来说，仅仅说：“这是一个很好的品牌。”也是不够的。他们更关心：

❓ 谁会来买？

❓ 为什么消费者会走进来？

❓ 这个品牌有什么不同？

❓ 运营方能不能把它做好？

❓ 以及：这个品牌能不能为我的 location 带来一些不一样的东西？

当时的我并没有刻意去想这些，我只是想把每一家店做好。但回头看，这 4 家店让我越来越清楚：我的价值不只是把一家店开出来。而是把不同的人、资源和需求连接起来，让它们真正能够一起运转。

📍 一个好的品牌需要找到合适的 UK 市场和商业环境。

📍 Landlord 需要找到合适的品牌和运营方。

📍 消费者则需要一个他们能够理解、愿意接受的产品和体验。

当这些部分真正连接起来，一个品牌才有机会真正进入当地的零售生态。

👉 所以后来我越来越相信：真正的能力，不一定是自己能做多少事情。而是能不能找到对的人，理解每一方真正需要什么，然后把一个机会变成真正可以落地的事情。

《My Memoirs》 02.09 | Second Expansion: I Became a Connector in the UK Retail Ecosystem

When I started my second expansion in 2023, I didn't realise that I was developing another important capability: becoming a connector within the UK retail ecosystem.

We were working on four different UK locations at the same time. I was dealing with landlords and property companies, negotiating commercial terms and contracts, while also looking at brands and products that could genuinely work for UK customers.

👉 Over time, I realised: Finding a good location and a good product are only the first steps. The real challenge is connecting the brand, the product and the UK customer.

For a brand, it isn't enough to have a good product. You need to understand what makes it special, the culture behind it, and 

❓ how to present it in a way that UK customers can understand and connect with.

For a landlord, simply saying “This is a great brand” isn't enough either. They want to know:

❓ Who will buy it?

❓ Why will customers visit?

❓ What makes it different?

❓ Can the operator make it work?

❓ And ultimately: Can this brand bring something different to my location?

At the time, I wasn't consciously thinking about any of this. I was simply focused on making each store work. But looking back, those four stores taught me something important: My value wasn't simply in opening stores. It was in connecting different people, resources and needs, and helping them work together.

📍 A good brand needs the right UK market and commercial environment.

📍 A landlord needs the right brand and operating partner.

📍 And customers need a product and experience they can understand and genuinely engage with.

When these pieces come together, a brand has a much better chance of becoming part of the local retail ecosystem.

Sometimes, your real capability isn't how much you can do yourself.

👉 It's your ability to connect the right people, understand what each side needs, and turn an opportunity into something that can actually work.