《我的回忆录》7.12~为了缓解现金流压力而大幅降价，结果付出的代价比预期更高~

刚搬完店，我就做了一个决定——

为了缓解现金流压力，我几乎把所有当时滞销库存进行大规模低价清仓。那是我第一次，为了现金流，把整个店的价格体系全部打乱。 现在回头想起来，

🚨 ➡️ 人在压力下，做出的判断往往都是错的：

- 我没有区分产品的生命周期与销售策略

- 我为了拉动客流，给予了过大的折扣力度

- 我没有为后续补货做准备，导致关键销售期出现断货

- 我没有平衡现金流与利润结构

后来我才意识到，这其实是很多零售品牌在压力下都会做出的典型错误。

⚠️ 本质上，我是用“价格”去解决“结构问题”，而不是去优化产品和库存策略。但我当时并没有意识到，这个决定，虽然缓解了现金流，却开始侵蚀我们的利润结构。

⚠️ 我以为这是在解决问题，但其实，我只是换了一种方式承受压力。换而言之， 我以为我在止损，但其实，我只是开始以另一种方式亏损。

货品空窗期，在和团队讨论后，我开始尝试本地采购，以提高库存周转速度。同时，也是这个选择，也是正在把问题从“现金流”转移到“利润结构”。

你们有碰到过类似问题吗？

Memoir Series ~Slashed Prices to Fix Cash Flow and It Cost Me More Than I Expected ~ 7.12

Right after relocating the store, I made a decision —to relieve cash flow pressure, I cleared almost all current slow-moving inventory at massively discounted prices. It was the first time I disrupted the entire pricing structure of the store — just to generate cash.

Looking back, I’ve realised something important:

🚨 ➡️ under pressure, we often make the wrong decisions.

- I failed to differentiate products by lifecycle and sales strategy

- I relied on massive discounting to drive footfall

- I didn’t prepare for re-stock, which led to no stock to sell afterwards

- I didn’t balance cash flow and profit structure

Later, I realised this is actually a common mistake many retail brands make under pressure. At its core, I was using price to solve a structural problem, instead of optimising product and inventory strategy.

⚠️ At the time, I didn’t realise that while this decision temporarily eased cash flow, it was quietly eroding our profit structure.

⚠️ I thought I was solving the problem —but in reality, I was just absorbing the pressure in a different way. In other words, I thought I was cutting losses, but I had simply started losing money in a different way.

As Limited inventory availability, I discussed options with the team and began exploring local sourcing to improve inventory turnover. However, I didn’t realise then that this decision was gradually shifting the problem from cash flow to profit structure as well.

“Have you ever faced a similar situation in retail?”