BELLE'S New Electricity Supplier: The Traditional Shoe Giant Takes The Blame?

"Logistics, customer service, website and so on exist almost every day. We must first solve these problems, and find the gap between us and our competitors."

The website, which is less than 70 days online, has attracted much attention.

Combined boxing

"BELLE is ready to make a choice in order to adapt to the changing market buying pattern."

Zhang Xuejun said.

In November 2009, BELLE realized that the footwear consumption market had been differentiated by Internet, so the official B2C website was set up.

But in July 17th of this year, the shoe B2C platform, which was not on the full moon, announced that it had won BELLE investment and merged with Tao Xiu in a month.

Zhang Xuejun said that BELLE did the show in 2009, more testing consumers' views on traditional enterprises doing e-commerce, and Tao Xiu's own way of operation is not completely independent, while excellent purchase is completely independent of BELLE system.

He hoped that the excellent purchase is not the extension of BELLE's original brand and channel, but the expansion of BELLE's new business.

Before joining the best buy, Zhang Xuejun was vice president of BELLE international and participated in the financing and listing of BELLE international.

For BELLE, a traditional retailer who suffers from online and offline conflict attacks, it is a good strategy to avoid risks by developing the electricity supplier independent of "outside the system".

"In the system operation, channel conflict is too difficult to resolve, the most obvious is

In Zhang Xuejun's view, the online and offline business conflict is inevitable. "BELLE's thinking of entering the electricity supplier is very mature. In the long run, the advantages outweigh the disadvantages. BELLE is willing to shoulder the contradiction."

Another strategy to resolve conflicts is to work with BELLE to provide a net sales of 30%.

It is reported that after the establishment of the purchase network, it has been discussing investment problems with many Internet giants, but it has not been finalized.

Zhang Xuejun said, "BELLE is hoping to maintain an open attitude, hoping to attract more strategic investors, and is still in contact with many funds and Internet Co."

This is perhaps another aspect of BELLE's choice of e-commerce business.

Spoiler

In June of this year, Xu Lei and Zhang Xiaojun visited BELLE CEO Sheng Bai pepper in Shenzhen to give priority to the layout of warehouses.

Two and a half months later, BELLE built a 18000 square meter warehouse for e-commerce in Shenzhen.

At present, the main commodities of excellent purchase are issued from this warehouse.

Warehouses in Beijing, Shanghai and other places are also under construction.

BELLE has obvious advantages in the supply chain.

In addition to owning Teenmix, TaTa, Staccato, and so on, it is also the largest agent of Nike and Adidas in China, as well as Lining, [10.70 15.55%], Reebok, Kappa and other brands.

Emerging channels may give them more opportunities to cash in.

Zhang Xuejun said that the short-term goal of excellent purchase is to become a high quality footwear platform, and the medium-term goal is to expand into a shoe and clothing platform. The long-term goal is to build the excellent purchase network into a commercial platform for all kinds of high-quality and fashionable products.

However, after solving the problem of B2C around hand, the real problem before BELLE and excellent purchase is how to continue to deal with the increasingly fierce footwear B2C market.

Up to now, Le Tao has completed three rounds of financing, Tencent investment good Le buy, Alibaba [8.25 0.00%] investment shoes store, footwear B2C behind the tycoon figure more and more.

According to official data, the average daily purchase volume of excellent shopping is about 1000 copies, and the daily orders of competitors, such as Yue Tao and happy Lok, are basically broken.

"After a good background, we began to endure the suffering of all business entrepreneurs."

Zhang Xuejun confessed that he was racing against time every day.

"For example, how can we run in the team in a relatively short time? Our team needs to go to 500 people at the end of the year. Business is growing and running there is fast. There is a problem on this side. The side is running fast. There is another problem there, but the overall trend is good."

According to Li Chengdong, compared with the competitors, the disadvantage of excellent purchase lies in the process and system, but the execution level is somewhat difficult.

The competition of footwear B2C, apart from the ability of the competitors to control brand resources, to a greater extent lies in the website's own grasp of user needs and the improvement of user experience.

At present, the website, which is less than 70 days online, has just set a small target for itself: the first three of the footwear B2C entered into the year, and the daily orders amounted to 5000. In the 3 years, the online revenue accounted for more than 5% of BELLE's income.

Previously, Tao Xiu accounted for less than 1% of BELLE group's overall revenue.