Footwear And Other Traditional Enterprises Need Platform Thinking.

Recently, what happened in China's color TV industry is a little different.

In May 6th, in order to obtain more rapid IT development resources, Hisense, TCL and Changhong set up an intelligent multimedia terminal technology alliance in Shenzhen. Three enterprises agreed to form common standards in three aspects: smart TV application store technology, interoperability application and operation system technology.

These technologies have little to do with the traditional display technology of color TV. They are all related to IT, communications and the Internet. The purpose is to establish a unified intelligent terminal product technology system and unify technical cooperation outside.

Because only in this unified platform can developers develop the most suitable intelligent applications including TV, mobile phone and tablet.

New opportunities for pcendence

China's color TV enterprises have been trying to surpass their competitors.

In the era of CRT,

Look at the Apple Corp, there is no heavy upstream industry chain, no factories, no channel pricing system, only unified pricing, there is also a platform.

On this platform, all companies converge on it and are integrated in an orderly way.

It is more appropriate to generalize with the new ecosystem because the climate has changed.

Dr. Yan Xiaolin, President of the TCL Group Research Institute, used a very appropriate metaphor to illustrate the changes in the relationship between the manufacturers and the upstream enterprises: "before we ordered them, now we have to cook cook together."

The change comes from the change of TV products themselves.

TV is becoming more and more intelligent, it can access the Internet, and even with a "cloud" platform to achieve effective and timely interaction of each TV.

For example, a simple application, you want to buy a pair of pants, as long as the TV said, "I want to buy Pants", TV will be based on your usual preferences, or even through the camera to measure your height, directly pop up all sizes of your pants, choose what you like.

Pay attention! You can choose from the mouse or remote control, or like a science fiction movie, flapping your arms across the web to find out what you want, then you can try it directly on TV to see the effect.

At this time, television as a display technology carrier has become no longer important, and more importantly, the interesting content running on it.

The focus of color TV manufacturers has changed fundamentally.

The most important technology, like the above application, lies in a powerful chip, an intelligent software and a smooth bandwidth.

Correspondingly, the color TV manufacturers should connect with the Internet.

Chinese TV manufacturers need to rely on smart TV platform to collect consumer demand information, and then reverse match the entire industry chain resources.

For the color TV enterprises which have been in the traditional way of operation, this change is revolutionary.

It is no longer simple to produce televisions, but to build a new ecosystem.

When Google and SONY launched smart TV, when Apple put apple TV in the strategic intention, when Microsoft was going to enter the smart TV with Kinect somatosensory game machine, the pressure of Chinese color TV manufacturers was even greater. How should they compete with these IT giants?

As you know, color TV manufacturers have maintained their technical independence and differ greatly in chips and operating systems. This has led to the fact that many developers have to provide different products for each color TV brand when developing TV software. The intelligent multimedia terminal technology alliance established by Hisense, TCL and Changhong is to solve this problem.

After forming a unified technical standard, developers will speed up the development of software, so the content application of TV manufacturers will be richer, so as to make up for the weak appeal of color TV manufacturers in the field of IT.

In fact, before that, Chinese household electrical appliance enterprises have been trying to make a platform.

SKYWORTH has long used cool open network as its independent portal website. Since 2006, R & D application software has been developed, and Android applications will also be pplanted in the future.

This content platform will be like a private cloud. It connects every TV, and all other resources related to television, such as chips, operating systems, communication technologies, etc., will complete the technical docking on this platform, and eventually form a media cloud platform consisting of device nodes, content nodes and user nodes. It is also a new intelligent ecosystem.

Not only are electronic products enterprises being platform oriented, but even large household electrical appliance enterprises are deeply aware of this change.

E-commerce integration

"Now we dare not guide traffic volume, dare not sell the whole network, because it has just begun."

Haier group does not want to do too much commentary on its e-commerce business, but Haier mall has attracted the attention of the industry in the recent 100 cities' "24 hours limited time, overtime timeout".

In the past, due to many problems such as logistics distribution, after sale service, large funds and unable to balance the traditional channel system, we adopted an attitude of avoiding or turning a blind eye in e-commerce.

Haier mall was founded in 2005, but its sales have been "no mention".

However, the change took place in the second half of last year.

Last December, a Facebook revolution was launched within Haier group, which recognized the importance of the Internet and social networking. Zhang Ruimin interpreted Facebook like this: "Facebook has more than 45 million communities, and every community is like-minded.

Its demand is personalized, so is the user demand in the Internet era.

For Haier, it is to turn numerous small needs into a relatively public order.

Finding out the demand on the Internet and meeting these needs is what Haier has to do, and e-commerce is undoubtedly the first step it must take.

But Haier is a physical entity relying on traditional channels. How should it cope with this revolution?

"Virtual network is the Internet, Internet users have needs, we use the real network to meet.

The real network is Haier's stores all over the country. It has been infiltrated from cities to counties, townships and villages, and has been implemented through marketing network, after sale service network and logistics distribution network.

This is Zhang Ruimin's commentary.

In early 2011, song Bao AI took office and acted as general manager of Haier group Agel Ecommerce Ltd.

What he wants to do is to integrate the real network into the Internet.

Haier offline (real network) has more than 8000 direct franchise stores all over the country, and if it is regarded as the warehouse of Haier mall, it will form a perfect layout of e-commerce.

However, there are several problems that need to be solved: first, the location of the store is different from that of the first, two, three or even four or five levels, and the price will gradually increase because of the gradual increase of the logistics cost. However, e-commerce is a big chess game in the whole country, and the price is unified in different regions, which makes the contradiction between offline and online irreconcilable. Secondly, how the more than 8000 stores distribute the distribution area, each store has limited radiation area, but the online purchase is not subject to geographical restrictions. Thirdly, how to ensure the distribution capacity and the customer experience of each store.

At present, Haier mall only integrates the stores of 100 cities in the first level market, and the price difference is not large. At the same time, only 1~2 powerful outlets in each city are allocated. If a city has two shops, it will be separated strictly by the urban area.

Consumers place orders at Haier mall or Taobao's official flagship store, Haier stores receive orders, and are delivered in stock. Orders are calculated in store sales.

Haier will also issue distribution requirements to the entity stores that join e-commerce. Song Baoai said, "if we can't reach the 24 hour limited time delivery, we will have punishments."

Under such a deployment, Haier mall and Haier official flagship store in Taobao mall held 100 cities' "24 hour limited time, overtime free" activities from April 25th to May 6th.

The good news is that Haier mall has achieved a 1098% increase in performance. The bad news is that since May 4th, Haier official flagship store in Taobao mall has suspended the activity because of the "shop source problem".

This is why Haier is afraid to conduct traffic. The integration to the Internet has not been fully realized.

The sales characteristics of e-commerce are very different from traditional stores. If the deployment of Haier e-commerce is implemented, the stores that are included in it will have to reevaluate their stocking capacity, especially when Haier is currently offering "zero inventory, namely supply and demand".

It is also a question of how Haier's e-commerce will drive stores to cope with changes in the value chain.

In addition, Haier also faces the problem of national channel integration. After all, it has opened more than 100 stores in 100 cities, and the rest is still big.

For Haier, everything is just beginning.

Haier's strategy of integration of virtual and real is not universally applicable.

The e-commerce project of BELLE group has abandoned the use of traditional resources.

Xie Yunli, general manager of BELLE group, said: "the traditional market operation basically needs to be reformed. There are not many things to be used. It can leave 20% to 30%, and more than 95% of the traditional warehousing and logistics will be scrapped."

In 2008, BELLE decided to run its own e-commerce business out of online fakes.

First, the official flagship store was set up in Taobao. Then, in 2009, it launched its own Taxiu network. In 2009 November, e-commerce sales exceeded 1 million yuan.

In August 2010, the second edition of Tao Xiu online line completed the development of the whole network marketing system.

In 2010, single day sales exceeded 10 million yuan.

BELLE e-commerce is almost completely independent of traditional channels, independent financial system, product line and distribution system.

"They can build SKU themselves."

Li Zhongwei, President of Shanghai Business School Network Technology Co., Ltd. has set up an e-commerce system for hundreds of traditional enterprises, and still thinks BELLE has its own characteristics.

At present, 80% of all sales products on BELLE line are developed for the needs of network customers. Those seemingly small products can evade the price conflicts between online and offline, such as square buttons on the line, circular buttons on the line, white on the line, brown coffee on the line.

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There are nearly 10000 outlets in the BELLE line, but it has not been integrated into e-commerce companies. On the contrary, e-commerce companies also have their own online distribution system.

"Traditional sales are open to every woman's place, and online sales are products that everyone hits."

Xie Yunli stressed that BELLE is the concept of the whole network marketing. "Our IT system can dock 100 shops at the same time, for example, the more famous Jingdong, the famous shoe store and so on, so that they can have immediate docking."

Xie Yunli said that this IT system, he thought for 3 years before he wanted to understand.

Through this system, BELLE e-commerce can supervise the whole network, and at the same time, integrate customer needs, and then provide product demand to production links, and finally complete the whole supply chain recombing.

Whether it is Haier or BELLE, it is ultimately necessary to integrate tradition into the Internet.

There is a better idea for the integration of traditional enterprises to the Internet, and there is a better idea: when the national logistics system has completed the pformation of the Internet, as the Taobao logistics strategy envisages, "the goods are not moving only the numbers are moving", then there will be no difference in the market price caused by the logistics costs, the same location of all channels; or, the traditional enterprise completes the construction of the platform production mode, and all the products may only need unified pricing, then there is no problem of integration online and under the line, because itself is a net.

The question now is, who is good and who runs fast.

Process docking

When traditional enterprises integrate into the Internet, they should always consider how to integrate the two lines online and offline, and how to ensure their operational efficiency.

In the era of C, the connection between individuals (including objects and objects) is happening at any time, anywhere, and instantly. People can no longer tolerate too long waiting time, and need a quicker business operation process.

This involves the problem of process reengineering, and the old process obviously can not adapt to the speed of mobile Internet and the way of resource integration.

BELLE's greatest advantage is that its original supply chain is running on demand.

In terms of production, BELLE adopts a mixed production mode of small production lines, that is, even shoes with unified orders can be produced on a production line even if the styles are different. The speed of shoemaking is greatly accelerated, and a shoe is only more than 20 days from production to rack.

In terms of inventory control, the first order of any product from BELLE will always be 50%, and the rest will be completed by combining the market feedback with the replenishment order. The sales feedback will be completed by the product manager of the product department. They will predict the expected sales situation and send the replenishment order.

Of course, BELLE will not waste this rush belt that can quickly feedback and integrate consumer demand. Designers of different brands will go to the front line after the first shipment is put to the market, and decide whether or not to change the product according to the actual sales situation of the shoes and the response of consumers.

In terms of circulation, in order to ensure that consumers can always see new models and new products in shops, BELLE, a multi brand brand, has integrated resources in warehousing and logistics.

After the products came out of the workshop, they were sent directly to various locations and assembled in the distribution centers of all regions. All the brands were stored in the same warehouse and shipped through a unified logistics center.

In this way, BELLE's products have achieved a fast and direct flow in circulation.

It can be seen that BELLE's traditional supply chain itself is flexible, and can be quickly integrated from the back end to the front end.

On this basis, increasing the business of e-commerce is almost equal to adding a brand product (currently BELLE has 15 brands), and only needs to increase the delivery link in logistics.

Therefore, BELLE will adapt to the speed of C era.

Haier, which converged faster in the field of home appliances, has the same characteristics as BELLE.

Now Haier's organizational structure is "inverted triangle", that is, employees become the top level, first time to understand and meet user needs, front-line staff is the first information center, leaders at all levels become employees' supporters.

From the top users to the various echelons, they combine to become an autonomous business team (Haier calls it "autonomous business"), responding to the market at the fastest speed.

Each autonomous entity has a profit and loss account, and the cost of income minus cost is profit.

The thing that an enterprise gives employees is cost. Employees must use it to create new value.

Such organizational structure and operation mechanism enhance the reaction speed and operational efficiency of enterprises.

In terms of inventory circulation, Haier implements the mode of "zero inventory, namely demand and supply."

There are no warehouses in all places, dealers need to place orders in advance, and Haier completes production and supply in reverse direction.

On the other hand, Haier's modular production has laid the foreshadowing for mass customization.

It is understood that Haier launched last year's "commander-in-chief" brand, specifically for customized products, currently mainly for the rural market, but will be applied to the Internet in the future.

Haier and BELLE are traditional enterprises that have been integrated faster.

Companies that did not previously have such processes need to think about whether this process has the ability to reverse resource matching from consumers' needs and whether they can reach consumers quickly.

A comparison of figures: the stock turnover days of Jingdong mall are about 11 days, and Gome and Suning are about 30 days.

This is the speed of Internet and e-commerce.

The electronic commerce mentioned here includes not only Internet shopping, but also mobile shopping, TV shopping and so on.

This involves another problem. Enterprises should allow every consumer to contact you anytime and anywhere, that is, "whole network marketing".