Shop And Shop Conflict

The report shows that over the past year

The scale of pactions exceeded 750 billion yuan, an increase of more than 60% over 2010.

The rapid development of e-commerce has made it impossible for everyone to ignore it.

If we say that in the first ten years of twenty-first Century, the concerted action of the business community is "going to the countryside", then the second ten years have become "going online".

However, after trying, most of the brand enterprises are facing the dilemma: the conflict between online shop and entity store is hard to cooperate, which makes many brand enterprises miserable.

Even many companies simply quit.

Since e-commerce is the future, exit is definitely evading the problem. Enterprises must try to solve the conflict between online shop and entity store, so that the two complement each other and complement each other.

In fact, it is not difficult to solve this problem. The key is that the enterprise must have clear and unified.

Instead of separating the shop from the physical store.

First, this kind of

It is mainly produced in brand enterprises.

The development of e-commerce in China has gone through 3 stages: the first stage is platform based e-commerce, that is, the Taobao mode.

Taobao has built an online shopping mall, mostly run by non brand businesses. There are few or even no entity stores. There is no conflict at all.

The second stage is channel e-commerce, that is Jingdong mode.

These companies, like chain stores in physical stores, are a distribution company that purchases upstream.

For brand suppliers, these online distribution companies either buy out a certain type of product, or accept the price system of the brand supplier, and use the website to give away other products.

Including Jingdong sales Apple Corp products, red children distribution Procter & Gamble products, mostly such a pattern, there is little conflict.

The third stage is the current development mode. Most brands start to enter e-commerce, whether they start on platforms like Taobao or Tmall or build e-commerce websites on their own.

The physical distribution of these brand businesses is very large and stable.

It is fundamental to maintaining brand image and distributor's interests.

The low purchase mode of online stores has a great impact on their physical distribution mode.

Second, this conflict is mainly caused by the disunity of marketing strategy of brand enterprises.

Since it is a brand enterprise, the marketing strategy must be unified to "maintain brand positioning and brand image".

A stable price strategy is the first requirement.

Therefore, brand companies should learn apple and P & G companies to narrow the price difference between online stores and physical stores to the extent that consumers can ignore them, that is, unified prices.

Many enterprises have gone to the misunderstanding of inertia, and think that online stores are low price, so I have to lower prices, and physical stores can not be low prices, otherwise they can not solve the rent and personnel costs and dealer interests.

It leads to a contradictory state.

In fact, this is wrong.

We should understand that the intention of e-commerce is not to lower the price, but to facilitate the purchase.

Brand enterprises should return to the core issues, stabilize brands and unify prices.

The difficulties encountered are just that the network sales are not smooth in the short term, but as long as you stick to the brand and price, continuous promotion will gradually win the trust of consumers.

Third, the unification of brand enterprise

It may be faced with competitors' low price competition on the Internet. How to deal with it? This worry is unnecessary, just like dealing with the price competition of the entity store.

If the competitor is the same as your brand, the product is homogeneous, or its network price is in conflict, it can not be maintained, or your price is too high and unreasonable.

Fourth, brand enterprises can adopt the way of distinguishing prices between online shops and physical stores, but they are limited to two modes.

The first mode is "online shop as a distribution shop, a physical store as an experiential shop", giving the difference between the two functions.

Fifth, whether online stores operate independently or allow distributors to operate.

Actually, this is a question of balance of interests.

It is often difficult for a brand enterprise to allow distributors to open online shops independently.

In terms of strategy, we need to operate e-commerce independently, and we only need to coordinate interests with distributors.

Or turn distributors into logistics distributors, give distribution and after-sales service profits, or headquarters unification.

And give dealers moderate subsidies.

It is not complicated to handle inventory or seasonal goods.

Enterprises only need to set up an information system, and then set up the intermediate storehouse of the management in the Office (i.e., the goods are purchased by the dealer, the office is the warehouse management, and the goods are exchanged for convenience), then the dealer returns the goods clearly, then the intermediate library is changed to the distribution point.

All in all, brand businesses should not stop eating because of choking. They should not choose to close shop because of the conflict between online stores and physical stores.

In any case, the physical store is now, e-commerce is the future, enterprises must find a balance between the two.

In fact, there is no natural irreconcilable conflict between the two. Conflicts often arise from the disunity of marketing strategies of brand enterprises.

To achieve unified strategy, conflicts can be eliminated naturally.