Wolf Wolf'S Marketing Of Seven Wolves

At present, only 5 flagship stores have been set up on platforms such as Taobao, Jingdong, Tencent, Coba and shop 1, while at the same time, they are considering entering suning.com, Dangdang, Amazon and other platforms.

In addition to this direct business, the seven wolves also have a large number of network dealer teams. They distribute in most channels of the whole network marketing, cooperate with the official flagship stores, and form an electric business wolf pack.

Zhong Tao, director of e-commerce of the seven wolves group, does not want to disclose the performance of these distributors too much. As the company has adopted the channel management strategy of "big and small", Zhong Tao's e-commerce department only manages the five largest business with a turnover of more than 10 million yuan.

And their average sales last year were 50 million yuan.

Different from the light operation mode of Amoy brand Yin Mao, the seven wolves have more than 3000 offline stores, and numerous network distributors. There are many challenges in online offline collaboration, channel integration management and supply chain matching, and there are not many successful experiences to follow.

The new challenge is that the trend of the rise of the open platform will not be reduced. The evolution of the whole network ecosystem will be more diversified. This will bring more user groups, but the difficulty system of the enterprises involved in the whole network marketing will also rise sharply.

Luckily, the seven wolves have gradually straightened out their network channel system over the years. It is made up of flagship stores, large dealers, franchised stores and factory stores (Oteri J mode). The Pyramid structure makes the seven wolves electricity providers form a cooperative ecosystem of wolves.

According to Zhong Tao's future plan, this ecosystem will accelerate self fission. Large dealers will spread out the whole network with a similar Pyramid framework. Small stores and factory shops will have more personality, so as to keep the wolves of the seven wolves electricity providers ferocious.

Wolf formation

In 2008, seven wolves decided

Zhong Tao set up his own official flagship store. He made a rough statistics. In the past 3 years, about 2 000 online stores were selling seven wolves. Most of the shopkeepers were dealers under seven wolves, or relatives and friends of dealers.

This is the 3 year of Taobao's rapid rise, and the 3 year's brutal growth of the seven wolf online dealers. A series of problems, such as fakes and fleeing goods, caused the seven wolves to act in order to eliminate the brand damage caused by this disorder.

What happened afterwards proved that the seven wolves needed not a single wolf with official labels, but a cooperative, orderly and continuous breed of wolves.

At first, the seven wolves took a quick way to cut the Gordian knot, set up their own official flagship store, and collaborate with Taobao's legal departments to ban all other Internet stores that were not authorized by the seven wolves.

As a result, the effect is not very ideal, and the suppression of a batch of new groups will rise again. It is entirely a state of endless wildfire and spring breeze, and the shopkeeper who sells fake goods completely ignores it and refuses to speak.

Faced with such a confrontations, Taobao began to discuss with the seven wolves, suggesting that it should change its strategy, especially by referring to the dealer management system under the line.

Since 2010, the seven wolves have changed the policy of the offline channel from pressing to amnesty, the main way is negotiation and authorization.

Zhong Tao said, "we began to consciously grasp the big and small, and sell the larger shopkeepers to negotiate. They are willing to give official authorization to cooperate, and guide them to make futures according to the management rules of dealers under the line, and gradually rectify the resources."

This is like a simple copy of offline experience. For example, the training rules for offline shop assistants become the standard of online customer service, while offline image design becomes online decoration, while online distributors' incentive policies are also allowed online.

However, in Chung Tao's view, the most fundamental change is that the seven wolves officially recognized the legitimate identity of the online dealer, rather than suppress or guard against it.

Because of their official status, they can advertise in Taobao, participate in marketing activities such as through train, focus map, member interaction and so on. Sales volume has also risen sharply.

The standard of distributor size managed by seven wolves has been adjusted repeatedly.

At the beginning of 2011, when the seven wolves started thinking about entering Taobao distribution, the dealer purchase quota set by Zhong Tao was 1 million yuan, 3 million yuan and 5 million yuan three stalls. Dealers who could reach 5 million yuan were considered to be super large customers.

But by this year, the standard has changed to 10 million yuan, 30 million yuan and 50 million yuan, almost 10 times.

There are also some problems, such rapid development of wolves did not form cooperative combat capability, because of conflicts between categories and styles, there will be price competition between them.

This kind of internal friction similar to the warlords' chaos caused Zhong Tao to have some headaches, so that at a dealer's meeting, he had to tell them plainly: "the seven wolves became the seven wolves because the wolf heads were all outward.

Inside is dog bites, not wolves! "

Subsequently, the seven wolves carried out a great pformation from "warlord system" to "Legion system" in 2011.

All the large online dealers were convened again. They were asked to differentiate the category and the style according to the users' groups. Each Legion had its own unique emphasis, and was divided according to the criteria of who was better at promoting new products, making explosive money, doing tail cargo handling, and doing data marketing analysis.

This is also a game of control. The uncooperative dealers will be removed from the Internet overnight by the seven wolves, and eventually the remaining 5 large dealers will be called the "five tiger general".

Zhong Tao also has a special request for them. Everyone should pay attention to a shop of their competitors, so as to set up price strategies and sales targets, for example, they are allowed to always be 10 yuan less than their rival products, always faster than their rivals' sales, and the seven wolves will provide a separate rebate for them, so as to ensure that seven wolves will form a comprehensive oppression on their competitors in the whole network.

In addition to the management of iron fist, the seven wolves started to strengthen the sense of honor and belonging of wolves this year.

Due to their different characteristics, the seven wolves will be unified according to the standards of repeat purchase rate, customer price and word of mouth praise. Excellent people will be honours by the group, and there will be more opportunities for internal communication, travel abroad and financing support.

"In the final analysis, it is still an honor. You have to admit that they have the same qualifications and identities as offline distributors. This has risen to a brand sticky level."

Zhong Tao said, now will constantly discover new people new things, find the advantages, and then spread.

Wolf rule

There are many short term acts of hijacking suppliers this year, but the seven wolves have not been significantly affected by the price war. This has benefited from the seven wolves gradually exploring a whole set of network competition rules.

At the beginning of each year, the seven wolves will discuss with each electronic business platform, determine the matching and performance goal plan of the whole year in advance, and adjust every six months.

Product segmentation and regular promotions for different platforms are designed separately, thereby reducing the impact of the electricity supplier war on the annual plan of the seven wolves.

The sales forecast is a difficult problem. If there is a slight difference, it will cause a backlog of inventory.

Now, the online distributors and offline dealers of the seven wolves are involved in the group meeting at the same time, all have to pay the deposit beforehand, but the ordering place is different.

However, Zhong Tao divided all online dealers into three grades of ABC according to credit rating. According to their next year's sales expectations, dealers with credit rating of C category only gave 60% goods, B class was 80%, and the rest was adjusted according to inventory, while the best credit class A was 100%.

This is like a risk corrector, which can effectively avoid the inventory risk of fully liberalized sales.

In addition to the above overall management rules, the seven wolves also formulated a series of differentiated operation strategies to cope with the diversification trend of the whole network distribution.

The most elementary way is to find out the special attributes of each platform and make differential matching.

For example, Tmall's customers are more mature, like fresh and distinctive products, but they are more sensitive to prices. The seven wolves will put more new products on Tmall and offer larger discounts; Jingdong's users are right.

The discount sales promotion is not enthusiastic, the guest price is relatively high, some of the 2000 yuan and 4000 yuan price clothing can be successfully traded, and Zhong Tao finds that these consumption habits are mostly derived from the user's self purchase behavior after buying electricity. Therefore, the seven wolves will be more involved in the Jingdong's return tickets and integral activities. The number of customers in the 1 shop is low, so the seven wolves are offering basic clothing styles such as Polo shirts and cotton products, the price is between 150 yuan and 250 yuan, and the situation of vip.com is different. The orter mode does not require the seven wolves to provide products for the season, but the discount should be 55% off.

"The opening up of the B2C distribution platform means that the entire electricity supplier format has joined more vertical formats from a single discount, new product and membership system. The more demand, the more opportunities."

Zhong Tao said that the proportion of the seven wolves direct electricity business has dropped from 50% in previous years to 30%, and the proportion of distribution has been increasing.

Zhong Tao himself found that the market share of direct flagship stores in a single electronic business platform is hard to break through 30%. The reason is that there are more types of flagship stores and more new product distribution and brand promotion functions. If the market share of a single store can reach 30%, this store is basically the largest in the same store.

But the problem is that the surplus market share must be scrambled for, and the sub distributors, such as the franchised stores, the franchised stores and the factory stores, which have been extended by the seven wolves, have played the advantages of mobility and individuation, so that more market opportunities can be gained by using a complex ecological strategy.

Now, the seven wolves hope that this ecosystem can be extended from Taobao to other platforms.

Zhong Tao said that next year, every Legion will be required to form a composite format similar to "flagship store + exclusive store + factory store", and encourage them to enter Jingdong, shop No. 1 and vip.com, so as to achieve multi store formats on different platforms.

"Channel is king is the magic weapon that brands win. How can we increase performance without channels? This will be an important way for us to dig deeper into the value of the whole network channel."

Zhong Tao said.

This kind of ecology can not be completed by building blocks, but also to enhance the fine management capabilities of each store. For example, the operation of their products should follow a "433" principle, that is, new products and image display accounts for 40% of each store, 30% of specialized products and 30% of inventory products.

Zhong Tao explained that this is due to the experience accumulated by the seven wolves under the online channel. The next line of shops will follow the 433 principles in the sales of image, special contributions and inventory, and its Treasury sales ratio will reach more than 75%. "If the Treasury pin ratio is less than 75%, the store seems to be making money, but it only saves a lot of goods, and the cash flow is not enough."

Another intention of Zhong Tao's implementation of these strategies is to let dealers come out from the vicious circle of simply selling tail goods and price competition in the process of ecological fission, so as to achieve more individualized breakout.

Xiamen's Agel Ecommerce Ltd is an example. Since the start of its business in 2004, it has always been dominated by sales inventory. Later, the seven wolves organized an alliance of seven businesses with another garment supplier.

Zhong Tao's original idea was to let the store of lotus and the seven wolves' official flagship store take part in the test, and test the effect of cooperation from the perspective of the number of orders and conversion rate.

In addition, he found that the personalized marketing would bring unexpected sales effect. He developed an internal pirate culture. He made use of microfilm and other marketing ideas to increase interaction with the platform and consumers. He changed the way he would only discount and sell stocks only, and his marketing idea was also awarded by Tmall mall in 2011.

"If you want to be an electricity supplier, you must be a large market of small ethnic groups, never be a big family market."

Zhong Tao said Taobao has a mature system, looks like a large group, but in fact, the user has already shown the trend of subdivision. The same is true for other platforms.