E-Business Strategy Is A Long-Term Strategy.

It is the biggest challenge for the excellent purchase network to find a foothold of continuous innovation after sourcing, funding and talents.

There are more than 10 thousand families online.

The "shoe king" shop, BELLE, also uses the idea of "channel as king" and "multi brand management" to make online sales performance grow rapidly.

In July 15, 2011, BELLE's footwear platform B2C purchase line was less than 1 years old. The purchase network is now more than 7000 per day, and its sales are expected to reach nearly 600 million yuan this year.

At the same time, BELLE's 5 official flagship stores on Tmall are also showing that BELLE's sales target for the whole network will reach 800 million yuan in 2012.

In the face of the increasingly fierce trend of traditional enterprises doing electric business, this is a new strategy for BELLE electronic commerce to re enter the overall situation after nearly a year of low-key adjustment.

In the industry's attention, there is also a group of excellent purchase network: Zhang Xue Jun, who served as BELLE CEO assistant for many years and is responsible for the new business, is the CEO of the excellent purchase network. Xu Lei, vice president of the former Jingdong mall and Zhang Xiaojun, vice president of VIC, joined the management team of the excellent purchase network, respectively, as the excellent purchase network CMO and COO.

In the vertical field of footwear e-commerce, can a team with high quality sources, financial support and talents be able to attack quickly and make a good start? How to find better innovative points to maintain sustained competitiveness? BELLE's e-commerce is undergoing such a test.

Strategic layout

In the field of e-commerce, horse racing enclosure determines the speed and height of future development to a certain extent.

In 2008, BELLE found that e-commerce was the path for traditional enterprises to go. At that time, the "naughty net", which sold BELLE's independent brand, was the main force, while Taobao's official flagship store, and the distribution system of the Taobao and the B2C platforms were assisted.

However, after several years of the changes in the business industry, BELLE's net strategy has also increased and reformed.

The whole BELLE group's new e-commerce strategy can be divided into two parts.

The first is the independent B2C.

In order to accommodate more BELLE products, including its own brand and agent brand, BELLE Group invested $200 million to set up a "B2C" platform for shoes, which is now worth $100 million.

BELLE is wholly owned by BELLE. It will not exclude the introduction of external capital in the future. CMO emphasized that capital here will be a strategic investor to help the company operate, not just financial investment.

For example, investors who can bring huge traffic volume, or the upper and lower reaches of the supply chain.

The second part is Tmall.

BELLE has 5 core flagship stores in Tmall, adopting 4+1's operation mode.

"4" refers to the sale of women's shoes, men's shoes, sports and other different shoes shop, "1" refers to this year in March just launched the excellent purchase network Tmall official flagship store.

These Tmall stores completed sales of less than 200 million yuan in 2011, and are expected to double to 400 million yuan this year.

On men's and women's shoes, the excellent purchase network has the natural advantages from 10 brands of BELLE.

For the more brand of sports shoes, BELLE's strategy is to distribute, but there are only two ways. One is to take the open platform route, the other is to ship the goods by BELLE. The two is that distributors can buy goods directly and wholly.

The fact is that these two seemingly relaxed conditions have no obvious advantages in the distribution channels such as Nike, Adidas and so on. On the one hand, everyone is unwilling to give up their customers' data. On the other hand, for all kinds of tight capital chain B2C, few people will directly pay for goods.

And all this strategy adjustment led to BELLE electric business almost suspended its distribution business.

It is not hard to see that the unpredictable business environment has made BELLE's business strategy constantly adjusted.

Recently, Tmall's official flagship store strategy is just like that.

As Taobao gradually replaced Xiao 2 with mechanized processing to show anti-corruption, Xu Lei told reporters that the damage to the large business owners with brand names was very high.

"Taobao shop once more bad reviews, small two look at and technology greeting limited traffic.

Therefore, in order to ensure the flow rate and reduce the difference, the return rate of Taobao is higher than that of excellent purchase.

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In fact, BELLE's electricity supplier was basically Tmall before. Tmall's flagship store's goal is to scale and grow. Tmall used to use BELLE's gross profit to do business. It needs advertising, but it doesn't need to be overwhelming. Its profitability is very strong.

But in the future, BELLE thinks that since Taobao stores are profitable, they will focus on profits and profits, and no longer pursue growth.

Because of the Internet purchase, it can expand the territory on the scale.

Tmall to make up for the loss of the purchase network.

If there is an extreme problem: if a batch of goods Tmall can be sold, and if they can be sold well, who will be the best seller? "The sale is very clear, because the whole future of BELLE's electricity supplier is really on top purchase."

Xu Lei bluntly said that it would be very difficult for the two big blocks to reach the scale growth. In this case, Tmall stores would make profits and losses to ensure a certain profit margin.

All purchases are priority.

Advantage synergy

The powerful power BELLE group can hardly shake is that it has both its own brand and other brands, and it is a business model with almost no distributor and proprietary shop.

Years of accumulation have enabled the company to take full advantage of the channel and the controllable supply of goods. The strong resources in the supply chain have made it difficult for many companies to compete.

Because the volume of excellent purchase network is relatively large, now it has begun to use the advantage of the group's supply chain to enter the order stage of each group.

For example, there are 10 large areas in BELLE. When ordering new products, the excellent purchase network can represent BELLE electric business to become the eleventh large areas to participate in the purchase plan and quarterly procurement plan.

"Tmall and gifted purchase are actually goods. We separate them from the system in one node, essentially like a shared warehouse.

This efficiency is the highest. "

Xu Lei said.

"BELLE's own brand shoes on the website, we share the replenishment mechanism of BELLE supply chain.

So we don't need to make a lot of them. When we sell really well, we can hurry up to make up the list.

The life cycle of footwear products is usually 3-4 months.

Backed by BELLE's excellent tree purchase network, this advantage has been fully integrated into the online industry.

Theoretically, the replenishment mechanism under the traditional BELLE line can do 20 days, and the purchase network can be done for about 1 months, even though it has been slow for more than 10 days.

Because the shoe industry itself is a futures system, how much is the order, many enterprises simply can not replenish the goods.

"But we sell it for two weeks, we can see which is very good, and we can calculate whether we need to replenish it."

According to Xu Lei, at present, 10% of BELLE's own brands will be replenished by SKU.

For online businesses, many traditional enterprises regard it as a sale of tail goods and inventory sales channels.

There are now 20 thousand SKU outlets, of which 5000-6000 are sports shoes.

BELLE's own brand shoes 70%-80% are all new. The agent brand Nike and Adidas are over 50% new ones. There are two reasons for this: a Nike and Adi are agents, agents are not as strong as their own brands.

In addition, the products of Nike and Adi are not fashionable, and are relatively standardized.

"Basically, 80% of us are new products, and the remaining 20% and 30% are engaged in some special activities."

Xu Lei said.

Many traditional enterprises encounter frequent conflicts of price systems. Most of them come from interest complaints between distributors and agents.

For the companies that BELLE sells through self built channels, its own offline genes have already been weakened by the agency distribution business, which undoubtedly gives more room for online diversion.

Another problem is that the seasonal and regional characteristics of footwear are obvious.

At the beginning of May, new sandals were launched in Northeast China, and Southern China had already begun to reduce prices.

It is impossible for us to make the same price at the same time in the whole country.

Moreover, BELLE's own brand has one characteristic: its own shoes for men and women, the coincidence rate of goods in various districts is not more than 60%, and the excellent purchase network is a nationwide coverage, to a certain extent, it also alleviates some troubles.

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At the same time, powerful supply chain returns.

E-commerce brings convenience.

Women's shoes, Nai Er, men's shoes law Renault is BELLE's online brand.

Their type and production are all completed by the traditional supply chain of BELLE, that is, after BELLE's own choice of electricity supplier, it is improved to create different styles.

The cost of modification is low and the quality is guaranteed, but it will face the market at a lower price and break the original price system.

How to innovate

There are always some people in the business circle who laugh at it. Is it not enough to rely on goods, money, and people to go down? It's only enough to monopolize BELLE's own brand, which is enough to balance the footwear platform B2C such as good Lok and Le Tao for a period of time.

How should we evaluate the level of e-commerce in a traditional brand enterprise? "I think it depends on the control and understanding ability of this enterprise."

Xu Lei said.

In the commercial world, it is understandable for any enterprise to make full use of their own advantages to catch up with horse racing circles.

However, from the perspective of the electricity providers, the early start of the race, with good goods, capital background and talent advantage to accelerate the run, in the short term to accelerate the formation of potential energy, catch up with and even surpass the participants in the front, is not a matter of rest.

When the enterprise develops to the middle and later stages, the marginal advantages of good goods, large money and strong people will gradually decrease. This requires that enterprises must keep their strength and innovation, and have more stable supply chain and team level operational talents.

"For example, we are experienced at the beginning, but when the business is bigger, it is not what we can foresee. We need the help of the whole team.

The same is true for goods. At this stage, independent brands account for 35%. The future goal is to include agents and independent brands. BELLE's goods are less than 35%. At that time, you didn't have the quality of the products. Like a channel brand, you talk to other non BELLE brands about purchasing agreements, getting goods and making sales forecasts.

Xu Lei said frankly that this is a hole for the purchase network.

Xu Lei and Zhang Xiaojun have been implementing several models in the purchase of excellent products.

For example, control, user consumption value index, marketing budget and so on.

Take cost prediction and control as an example.

Xu Lei demonstrated the logic of excellent purchase to reporters on the whiteboard. The cost of the current electric business enterprise is the highest: marketing cost, logistics cost, customer after sale cost, manpower cost and so on. "We know clearly that when a B2C enterprise is in different stages, how should these cost changes be changed in the scale and profit and loss?"

The cost has much experience value.

Their models will be adjusted according to what year the boss needs to make profits. According to the reasonable calculation, what will be the sales volume if the profit is made? "So far, we have achieved less than a year's sales, but every month we can achieve the sales forecast and profit and loss forecast. I believe that few companies can do that, and the forecast is very good."

Xu Lei said.

Another thing is that you purchase an index of user consumption value.

Xu Lei said, the company finally through orders and sales to be reflected.

But in essence, it is the user who completes the order and produces the sales volume. Every month, the excellent purchase itself makes a user table, through tens of index, 7-8 big dimensions measurement, with the current strategic development to the user scoring.

For example, what is the maximum amount of user's consumption? What's the gross profit margin? How many times does he use coupons? How many times do they use it? Some of them will add points, some will reduce points.

But by grading and sorting these users, it is possible to clean up the monthly orders and sales increase and decrease and the quality of users.

For example, there are now 350 thousand users of excellent purchase. After sorting, they will be sorted in large order. According to the abscissa coordinate value and the form of ordinate human value, a graph like normal distribution can be obtained.

If April is found to move to the top of the right curve in March, it will mean that while the user is increasing, the quality of users is also improving.

This method, combined with monthly sales promotion and activity plan, can predict the quality of a certain marketing behavior well and assist in sales forecasting.

"According to the user's ability to consume, frequency, and flow out of coordination, make a real sales forecast for next year, and then go to each category.

For example, based on this prediction, plus the market cost, we can calculate the assumption that next year's target will be sold at 1 billion of the total sales volume, and the accuracy will be higher when we are assigned to each category.

Xu Lei explains this.

For BELLE, e-commerce strategy is a long-term strategy.

Chairman Sheng Bai Jiao said: "we do not pursue short-term interests, but pursue a more benign and controllable business.

Whether in terms of sales or from the perspective of strategic development.

Now, the learning cost of excellent purchase network is lower than that of other companies, but how to pursue scale under controllable circumstances, BELLE also needs continuous innovation practice to express their right.

Understanding and control.