Traditional Brands Do B2C, Which Is No Longer The Fate Of Existing Channels.

Chatting with a boss of a state-owned enterprise, he talked about how state-owned enterprises operate e-commerce projects, in which traditional industries are marching and following.

In fact, I have been thinking about this question for a long time. During the WAL-MART marketing department's promotion of China's B2C project, I also studied some practices of the US WAL-MART in operation of B2C. The US WAL-MART has officially increased its strength to enter B2C's operation in 03 years. The website is: walmart.com, it took two years to establish Sitetostore's operation mode.

In fact, the B2C practice of WAL-MART in the United States follows the traditional "offline centralized mode" of its offline stores, and lets each single store participate in it, giving play to its initiative and enhancing its sense of participation. As a result, the whole B2C business not only conflicts with single stores, but forms complementary resources, and promotes customer loyalty and service efficiency through the new network sales channels, further reducing costs and establishing a new quick response mechanism.

From this point of view, the so-called "conflict" that Chinese traditional industries have been discussing for many times is that headquarters does not "lazy", and it is bound by the B2C operators of non-traditional industries in the operational thinking. Instead of letting franchisees and direct stores directly participate in the construction and operation of the B2C platform, this kind of Internet users' inertia operation ideas lead to "human conflict", without being aware of themselves.

So in my view, one of the best ways to resolve conflicts is to involve all parties involved in conflict to the B2C platform that produces conflicts.

In fact, this can be achieved through simple technology, that is, the centralized "single store" supply chain system.

Popularly speaking, the shops in each district or city choose their own products according to their own differentiation, take pictures, add their own characteristic description on the standard commodity parameters, and the B2C platform also reflects the customer service and contact ways of the offline stores. What headquarters wants to do is to regulate and guide the orderly network competition and differentiated operation of each shop, so as to solve the conflicts between stores and stores in the network operation.

After all, the cable store itself will operate differently according to the crowd characteristics of the business circle. Of course, these differences are based on standardized store decoration, commodity structure, customer service and distribution system. Many of their differences are commodity structure and promotion mode. Some of them are slightly different in pricing standard, and customer service is different under the standard.

Therefore, if WAL-MART has good operation skills training in the network operation process, it will quickly adapt to the channel characteristics and sales mode, and actively cooperate with this kind of efficient sales mode to drive the growth of single store sales under the line.

Even when headquarters are promoting B2C platform, they can also invest in traditional media publicity expenses and share promotional expenses with different stores. New brands can even regard such B2C as a marketing support for offline stores.

More often, headquarters will continue to operate B2C e-commerce projects with the support and platform role, so that conflicts will naturally evolve into symbiotic new channel relationships, enhance the relationship with offline channels, enhance the loyalty of franchisees and distributors, and enhance the enthusiasm and enthusiasm of Direct stores.

If, according to the sale of some traditional brand businesses to e-commerce channels, the most influential and highly responsive ones are those managers who, in the absence of experience and talent accumulation, are the B2C of many traditional brand businesses under such circumstances.

First of all, we set up an e-commerce department at headquarters, and then excavate some talents of pure B2C company to be responsible for the formation of team operation, including the re selection of commodities, photography, website construction, commodity shelves, logistics and distribution, etc. of course, there are not many relations between these works and the existing offline stores, and even many offline stores do not know the online stores that they sell on the Internet, or they themselves sell online or sell to other online stores without the approval of their headquarters.

In such a relatively separate two systems, this conflict can not be avoided.

In fact, this practice also deviates from the traditional business practice. In the dealer conference I attended, the headquarters and distributors or direct stores and franchise managers always showed a concord of advance and retreat and life and death.

In the field of electronic commerce, this kind of "advance and retreat" and "life and death" seem to be gone, but on the operational level, there is a contradiction between them. This phenomenon requires the deep reflection of the traditional brand: is the idea deviated from the correct business direction and is fooled by the "electronic".

In my opinion, the traditional brand B2C is not the life of the existing channels. This is different from the new B2C website. They call it "the burden of no traditional line shop". It is not pleasant to hear that they have no resources and assets of the shop. Under this premise, they must act as "revolutionaries" and strive for their own interests and development opportunities.

If the traditional brand business is also influenced by such a train of thought, the final result is likely to be "killing one's own life".

Figuring out the background of the conflict and the reasons for such a background, then the solution has come back to the "best way to solve the conflict" is to allow all parties involved in the conflict to participate in the platform for conflict (B2C).