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The Difference Between Traditional Shoes And Clothing Has Become A Contradictory Protagonist Among Enterprises.

2013/3/19 8:34:00 9

Traditional Shoes And Clothing Products Clothing Business Apparel Market Supply Chain

"traditional" a href= "//www.sjfzxm.com/news/index_f.asp" > textile > /a > clothing enterprises do business ", in fact, this is a false proposition.

They've been doing it all the time, just behind the scenes.

As a retail format, traditional enterprises do not know how many times it is better than the electricity supplier.

Compared with the commonly used so-called professional terms, such as "traffic", "conversion rate" and "customer price", the traditional enterprises are far from able to keep the inventory turnover rate, ROI, profit margin and supply chain holding.

but why do traditional enterprises do so many problems? After serving a number of enterprises, I summarize the following reasons:

first is the rapid development of the electricity supplier, which makes the traditional enterprises unprepared. Even the electricity supplier is a bit of a myth.

secondly, the first peak of the development of the electricity supplier was launched by the Internet users, and the Internet retailing was developed in the form of Internet development (which is one of the reasons for the loss of electricity providers). The traditional enterprises encountered an instant "knowledge gap";

finally, just as the impact of network on traditional retailing, traditional enterprises encounter channel conflict, conflict of interest and talent conflict. The result of these conflicts ultimately affects the choice of enterprise development strategy.

how to recognize differentiation?

the essence of differentiation: .

although facing or encountering so many problems and conflicts.

But at least in my opinion, these are not fatal injuries.

I think more and more, e-commerce is "supply chain economy".

A few years ago, the electricity supplier said that the three carriages of e-commerce were "information flow", "logistics" and "capital flow". Now, the "three streams" have been effectively solved, and there is basically no technical bottleneck problem.

In this "three streams and one chain", supply chain is the top priority.

It is safe to say that Jingdong's profit in 3C and books should benefit from the control of supply chain, and the future competition is supply chain competition!

If P is correct, then who is the strongest in the supply chain, of course, the traditional enterprise.

They have worked for ten years, and for many decades, they have been able to achieve zero inventory through the shopping mall's repeated baptism. Therefore, looking back, retail online is only a branch of social retail.

Traditional enterprises do business, the first problem is not the professional ability, but the choice problem. How to face the problem of emerging channels, the essence of solving these problems is differentiation.

the premise of differentiation: .

first, recognize yourself and recognize your strength and weakness.

for example, once a traditional enterprise chairman asked me why I can achieve 5 billion below the line, but not 50 million online, or even some new network brands.

In fact, it's easy for him to make 50 million.

As a brand, discount is the best selling method.

But is it interesting? It accounts for 1% of the sales of these 50 million.

What is the value for this enterprise? Absolutely not! There will be no benefit except brand damage.

Traditional enterprises do business, at least for the first year, the most important thing is not sales, but the value behind sales.

As for the above example, its offline consumer group is concentrated in the age group of 30-45, while the mainstream population of the Internet is 20-30 years old.

What it faces is how to cater to the group and make up for the gap between the 10 years.

It not only meets the needs of these people, but also meets the strategic guidance of enterprises to customers.

In the next five years, this group of people is the main force.

brand building, product system, price system, customer classification, data mining, category impact, new response, customer management, inventory measurement, and channel strategy.

The achievement of these goals is far more important than short-term impulse.

Sales are only now, and have no driving impact on the future.

This is the real value of traditional enterprises to do business.

Similarly, these goals are the embodiment of the value of our professional e-commerce service providers.

What are the differences?

enterprise property difference:

what is differentiation? Differentiation is different from others and past ones.

Traditional enterprises are no more than brands, producers, and channel providers. There is, of course, another method: retailers, wholesalers and distributors.

But in any case, we need to have a clear understanding of ourselves, for example, for branding, its biggest asset is brand value, not to impulse or hurt the brand value for the sales of 100% of the electricity supplier.

For them, the most important thing is brand protection and data mining.

Just like I said Unilever is an electric supplier, not for sale.

Besides manufacturers, they have R & D capability and production capacity, but they do not have retail capabilities. They have always been "order" or "ordering".

But they all share a common ideal: making brand.

Finally, what is the channel business and what the channel business wants? Quantity, however, under the network retail format, they are subject to the issue of authorization. They can play before the brand operators do not operate. However, when the flagship stores are opened, their names are not right, so they have more titles: network agents.

location differentiation:

when it comes to positioning, all of you are very conscious and self-conscious under the online business. Maybe it is the impact of the crazy development of the electricity suppliers. They also completely blacked out their original brains in doing business.

In my view, traditional enterprises do electric business, no more than three kinds of positioning: when career is done, when the project is done, when the channel is done.

When undertaking, you can see that BELLE group makes excellent purchases, Suning makes suning.com, they set up specialized companies to do, independent teams and independent accounting.

Large conglomerates will not comment here.

When the project is done, an e-commerce department is set up to find an electric business manager and a small team. This is the healthiest way. But the biggest problem is the integration. As a parallel department, the manager of electric business needs to coordinate the company's design, warehousing, supply, finance and other departments. Finally, the traditional enterprise has become an "electric business manager killer".

Therefore, such enterprises, I suggest that at least vice president level should personally do business, mainly to balance the internal resources of enterprises.

In fact, the electricity supplier is a channel for everyone. What we say here is what we do when the channel is sold. It is those who use the electricity supplier as the clearing stock channel.

Product Differentiation:

the problem of traditional enterprises doing electric business is the conflict between online and offline.

This is the most important conflict between the interests of traditional channels and franchisees. Enterprises must be differentiated if they want to achieve this balance.

Specifically, product differentiation, price differentiation and customer differentiation.

Product differentiation: special contribution, which has been widely used by enterprises, some have made secondary cards, some are custom made series, and others are made from materials.

price differentiation:

note that this is not to say that the price on the Internet must be cheap, but that it must be suitable for this group of people. In terms of price operation, the line should be postponed on-line, discounted sales, or the sale of packages should be made as far as possible.

In terms of sales price strategy, 226 strategies should be adopted.

That is, 20% of the promotion, this part is to do the scale of the flow, it itself does not have any profit, or even lose money, but we should pay special attention to inventory depth and turnover rate.

Another 20% of value added, this part should maintain the price range to ensure the overall brand image.

60% basic money, these seem to be used for "proofing", actually is your real source of Maori, but this part of the stock does not need to be too deep.

Generally speaking, the sales pricing system, not less than seventy percent off, or the customer dependence is too strong, the expectation of your future seventy percent off is too high, bad guidance, will be a brand disaster.

The basic funds should be maintained at thirty percent off up and down, and the image will be about ten percent off.

Finally, I want to say that all promotions with the premise of raising prices are all hooligans.

Customers are not to be cheated.

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channel differentiation:

What are the factors that affect sales volume? Most people will tell you the flow rate, conversion rate and customer unit price.

That's right! But what I want to tell you is that the factors that affect sales are customers, products and prices.

here, the emphasis is on the customer layer. The differentiation of customers is mainly channel factors.

It is generally believed that channel differentiation is both online and offline. In fact, it is like an enterprise in dealing with the 123 lines of the line and the variance between North and south. The same is true on the line, and it is quite serious, but it is not very good judgement. This requires the traditional business enterprise talents to come from the line, they know the channel better.

The sales volume of the same product in Taobao, Jingdong and Dangdang is not the same. This is different. From the perspective of planning, it may be the difference of platform capability, but from the index of sales and construction, it is mainly the difference of customer level.

The performance of different categories and products in different channels is quite different.

Besides adjusting product strategy for channel, we should design different stock depth and inventory cycle.

Don't mention the traditional a href= "//www.sjfzxm.com/news/index_h.asp" > shoes and clothes /a enterprises. Even the independent B2C who is doing pretty well is looking for us to do the third party channel outsourcing. Do they have no team? Do they not understand the electricity supplier? Actually, it is the problem of channel difference.

in conclusion, traditional enterprises should take advantage of their own supply chain and retail advantages to control e-commerce.

Let the electricity supplier become another main channel of oneself, become the carrier of "a href=" //www.sjfzxm.com/news/index_c.asp "clothing < /a > brand output, and become the driving force of enterprise value.

Now, the traditional brands have taken the lead in the sales volume of the Internet platforms.

I believe that in the next five years, e-commerce must be dominated by traditional enterprises, and dominated by its mature retail mode, because they know more about customers and products, and most of all, they know more about electricity providers.