「去拚折扣，實體店是打不贏的。」面對虛實混戰的新零售市場，麗嬰房總經理張育韶話說得很直接，但這也不代表他們就得認輸。走進麗嬰房位於內湖的總部大樓，重新裝潢過的一樓大廳顯得煥然一新，大量的留白空間根本不像嬰幼兒商品販售門市，更像是為新手爸媽設計的通關體驗站。而這就是麗嬰房迎接新世代零售的其中一個答案。

不一味追求坪效，改從減法出發

體驗型門市其實不算是太新的概念，近來許多傳統零售通路陸續都在朝這個方向改變，不過麗嬰房在這個新門市背後的設計思考，仍相當值得一看。如這次麗嬰房是以「第一個365天」作為門市設計主題，從嬰兒洗澡、穿衣、床具、副食品製作，到出外的推車、安全座椅等等，自出生第一天起可能遇到的大小事，都設有主題專區。

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然而，門市內容雖然看似包山包海，概念上卻是從傳統零售業拚命追求坪效的加法，180度翻轉成減法。最直接的例子，麗嬰房的目標客群其實落在0~6歲，但選擇「第一個365天」的命題，就意味著要放棄2~6歲的消費者區間。但張育韶對此沒有太多懸念，因為在他看來，專注才能突顯體驗店的效果，不能什麼都想要。

不僅如此，在這偌大的100坪空間裡，各種服飾、商品的面積佔比可能只有十分之一。張育韶解釋，如果今天還是在門市放了滿滿的商品，那他可以想像消費者進來之後的下一個動作大概就是拿起手機搜尋比價。但今天商品少了、空間大了，消費者反而更能夠投入於設計情境和商品本身。

不急著回收，看好體驗門市效果更甚廣告

麗嬰房新任董事長林柏蒼也直說，這樣體驗門市，或者他更喜歡稱之為生活門市（Life style shop），在他看來其實是對品牌的投資，是行銷手法的一種，為的不是創造單店最大銷售額。而且他看好這樣生活門市可以帶來的品牌效果還更勝於在媒體上砸錢打廣告。

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也因為這樣的定位，即便如此大坪數的門市設計改裝耗資超過五百萬元，他們也不急著回收。就算今天消費者來到門市只是學習如何幫寶寶洗澡、如何做副食品，最終沒有花一毛錢就走出門，他們也覺得無所謂。

因為對林柏蒼來說，「讓通路和消費者產生最好的關係」才是最重要的事情。不論是電商還是實體通路，他相信只要能和客戶、會員建立關係，就可以創造出商業可能性，而在實體通路這段，生活體驗店就是最好的武器。

打不贏折扣戰，靠信任建立關係

就像張育韶所說的，如果要比誰折扣多、價格低，實體店其實佔不了便宜，但促銷打折無法讓消費者留下品牌印象，門市卻可以帶給顧客溫度、建立信任關係。

他還是強調，「不一定要消費者來就買，而是要讓消費者有問題就想到你，覺得品牌是可信任的。」以內湖這個體驗門市為例，當初是從「解決媽媽需求」的角度出發，他們先透過市場調查了解新手爸媽最常遇到的幾個難題，進而設計出關聯場景。或許消費者體驗當下沒有採購，但或許回去就會在網路上下單，或者未來當有需求時，麗嬰房很可能會是第一個出現在他們腦海中的品牌。

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「以前開店很簡單，掛上招牌，商品一放就賣。」張育韶表示，現在實體零售的經營不能再只是單純的買賣關係，而且除了設計要做改變，他們也開始要求門市人員必須有專業的保母證照。

他表示，體驗店的模式一定會複製到其他據點。預計未來兩年會在台中、高雄各設立一家旗艦型體驗門市，而其他中小坪數的據點也會陸續移植進部份的體驗場景。