How to do business well in traditional enterprises

Experience one: if the company’s brand has a certain reputation in the industry, starting from Jingdong will be more successful than Tmall. Moreover, it is best to take Jingdong as the main business and Jingdong POP store as a supplement. Our original strategy is: Jingdong self run by our brand side, POP shop authorized to distributors to do.
After I took over the business of the company’s electric business, I first analyzed the various business relationships within the company carefully, and then made clear the focus of two points:
1. without affecting the sales of traditional channels (although sales have been shrinking), as soon as possible to adapt to the marketing rules of e-commerce channels, the sales of e-commerce channels to become stronger and stronger;
2., we must strictly control the sales price of e-commerce channels (mainly Tmall and Taobao), so that distributors of e-commerce channels can maintain healthy competition.
First to talk about the marketing channels of the sales law.
Many times, finding problems is very simple, but solving problems is not easy.
The first problem I faced was how to blow up the money because the price of the peers was too low (which is also the most painful point in many traditional industries). I also thought about lowering the price, or choosing some low price products to make explosive payments, and facing PK directly with my colleagues, but later found that the road was not working at all.
Compared to the so-called brand name of the so-called “Tao” brand in the electricity business channel, the brand of the traditional channel is a natural short seller in terms of price. For example:
1. strict requirements for product quality, high production costs and insufficient price competitiveness;
2. long term sales logic believes that product sales must pursue higher gross margins, and worry that lower gross margins will hurt the sales policy of offline channels.
3. there are many communication links within the company, resulting in excessive management costs and, of course, directly transferring these management costs to product sales prices.
4. product planning is large and complete, the lack of star products, specific to each product production scale is relatively small, no way through large-scale production to compress production costs.
5., the sales channel is not smooth, resulting in excessive inventory and product circulation costs, the direct impact is higher product prices.
In the face of all these difficulties, I was very miserable at the beginning.  Through data analysis, I can see a lot of opportunities, but look at the cards you can play on your hands, but they are at a loss what to do.
After one or two small trials and errors, I found a breakthrough.
Experience two: traditional brands, operating on the channel of e-commerce, must make full use of brand advantage and do differential competition.
The competition I was facing was this:
In the 1. category, the first and second competing products are all above 100 thousand, and the monthly sales of third to eighth are basically between 50 thousand ~2 million.
2. the price of the first ten is basically 59~69 yuan, and even some individual brands sell for 49 yuan.
3. the top ten products are almost identical in form, including function, color, selling point and so on.
And what I’m doing is this:
1. choose a product that is completely different in shape, mainly in appearance and color. (Taobao sells pictures, differences in appearance and color can effectively attract eyeballs and increase clicks).
2. strictly control product quality in production, using almost the best materials in the market at that time; (ensuring that user experience is the best).
3. very boldly set the price at 99 yuan, from the price directly to the competition of all the products; (there is a brand plus, then from the price of the difference, to attract the quality of the demand, and the purchasing power of the more strong users at the same time)
4. dig deeper into product selling points. Page design and selling points are different from all competing products.
The 5. and junior two have to be active, almost all of the activities, including Juhuasuan, rush to buy, and so on.
6. do not blindly pursue sales, lock sales target in the top ten; (the first ten can be very good, the first three, or the first five we do not want to think about).
7. gifts to the full, coupons, full discount and other shop discount tools can be used. (profit is guaranteed, activity is played without pressure).
Of course, after the new products are put on the shelves, the cooperation of all electronic business operators is also essential, for example: Brush list, through train promotion, favorable reviews and so on.
In short, the final result is: in more than 40 days, the sales volume of the baby has been pulled down by more than 500 orders per day, basically achieving our initial goal.
In the whole single product explosion process, we have been very concerned about a key indicator, that is, the conversion rate of baby.
Three: a single product is suitable for the sale of e-commerce channels, the conversion rate is the most intuitive data indicators, just start perhaps not ideal, but need to be optimized, and ultimately if all the means are exhausted, or can not reach the target, basically can judge this single product is not suitable for exploding. How to optimize the conversion rate of baby is another complicated problem.
With the first burst, the latter work is easier to carry out. Of course, in the actual operation, it must be ten thousand times more complex and painstaking than I said. Fortunately, our whole team has been keeping a clear head and not blindly following past experience.