The Digital Transformation Path of Traditional Industries: A Case Study of Wangfujing

Abstract

In the 21st century, marked by rapid advancements in digital technology, numerous traditional industries face immense competitive pressures and challenges while simultaneously encountering unprecedented opportunities. The digital transformation of traditional industries represents an inevitable choice for enhancing industrial competitiveness and achieving sustainable development. This paper selects Wangfujing Group Co., Ltd., a traditional retail enterprise commonly referred to as “Wangfujing,” as its research subject. Employing a literature analysis approach, it meticulously examines Wangfujing's transformation pathways and outcomes across key areas: omnichannel deployment, supplier collaboration, customer and merchandise operations management, and organizational restructuring. Research reveals that Wangfujing, centered on data-driven strategies, has progressively advanced a value co-creation model characterized by internal-to-external, tiered, and comprehensive collaboration. This approach has enabled its ecological transformation from a single offline store to a fully integrated omnichannel digital business ecosystem. Research indicates that for traditional industries undergoing digital transformation, internal efforts must prioritize technological innovation and organizational restructuring, while externally, cross-entity collaboration fosters sustainable competitive advantages. This approach enhances core competitiveness and provides replicable theoretical and practical references for digital transformation among peer enterprises.