Dream Bazaar E-Commerce And Direct Marketing Superimposed Marketing Way To Achieve Innovation

The dream bazaar does not use too much resources for design.

After understanding the material, style, style and style of bra, Li Shudong commissioned several familiar foundries to produce a batch of goods.

Li Shudong has been a dozen women in China.

The brand has done advertising planning, and understands the links of underwear brand from design, production to logistics and marketing, and has accumulated some customers and resources of underwear manufacturers in Pearl River Delta.

Their first office is a rental house in the faculty building of Guangzhou Academy of fine arts.

There, Li Shudong, she and several IT personnel set up a primary information system with experience.

Although the sparrow is small, it can basically integrate production, logistics and data processing of website sales.

Today, the dream bazaar set up its headquarters in Guangzhou. In this unfashionable office, there is no room full of plastic models, drafts, clothes and a large number of designers who dress up and look crazy. But there are hundreds of telephone seats and ten IT personnel who stare at 22 inch large displays.

Last year, Li Shudong began loading home clothing, shoes, bags and other products into the dream bazaar platform.

In June this year, Jinsha River venture capital gave the dream bazaar 20 million US dollar second round of financing, which will be mainly used for new warehousing and continuous optimization of IT system.

Online mode analysis

As the leading female underwear sales in China

Dream bazaar combines e-commerce and domestic direct selling together to superimpose e-commerce and catalogue marketing, provide customers with long-term personalized underwear products and consultation, cooperate with efficient delivery service system, provide underwear products and services with high cost performance, learn from American Vitoria style catalogue, spread underwear knowledge and meet the needs of Chinese consumers' underwear.

At the beginning of their business, Li and she, who had a cautious personality, did not choose to use online marketing to make the e-business ready for half a year to debut. Instead, they chose to take the traditional DM magazine mail order as the entry point for promoting products. It was not only the initial promotion of small cost, but also the task of collecting the first marketing data.

When he was an advertiser, Li Shudong had interviewed hundreds of consumers for designing the appropriate marketing strategy for underwear brands.

The people who left the data were the first DM magazine audience of dream Bazar.

To make this directory "look more"

"They used foreign models to emphasize photography and page design.

At the same time, dream bazaar came to the "functional" underwear to attract the attention of Chinese women customers who focus on "gathering" and "supporting", and set the price between 100 yuan and 200 yuan - six or seven cheaper than the traditional underwear brands of the same grade and the functional underwear of TV shopping.

In the first round, the new customer order rate reached 5% in mail order mode, compared with 2% in general.

DM magazine issued tens of thousands of copies for the first time, and then maintained its frequency once a month. It can send 100 to 2 million copies at most a month.

Later, instead of sending them to the old customers, they also work with the credit card center of the bank and send them to potential customers with bills or leaflets.

Because the online shopping can not be tried on, bazaar allows customers to have no reason to return the goods within 30 days after purchase, and has established offline stores in some big cities.

In order to reduce the rate of return, Li Shudong chose the product planning method which is quite different from the traditional underwear brand.

Under the offline store, the classification of underwear is based on the visual style elements such as color or lace.

But in order to guide women to buy the appropriate size underwear as much as possible, Li Shudong decided to plan with the elements of body type and cup type.

Dream bazaar has segmented the 25 to 35 age group whose main hits are on the basis of it, and classifies them in terms of shape, occupation, income and so on, matching different design elements through this way. At the same time, it sets up the classification of 3/4 cup, 1/2 cup, thin cup and thick cup.

When browsing the website, customers can also directly see all the styles of the size according to their cups.

Light asset model

Pure like excellence

The platform is different. Since the founding of the dream bazaar, lingerie has insisted on selling its own brand. They believe that only by combining channels with their brands can the value be maximized.

For the dream bazaar, the nature of the design work is actually closer to product planning, and the difference of the product itself may only be reflected on the lace.

The next thing was handed over to the 11 underwear generation businesses that were most closely associated with the dream bazaar. They pformed the concept of dream bazaar from the version, color matching, lace and process to a realistic design.

OEM companies need to buy raw materials, produce finished products, and sell them to dream bazaar.

In addition, dream bazaar signed a "exclusive agreement" with these factories, that is to say, no dream or bazaar style and style should be used for others or private brands.

In this way, the design and production process is processed by dream bazaar into light assets.

This enables dream bazaar to attract more styles than traditional brands to attract.

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Traditional brands have annual orders for spring, summer, autumn and winter in the two quarter, with 70 to 80 orders for each order and three to four styles of lace.

And dream bazaar will be on the new monthly. If the month is the unit, the dream bazaar will have about 100 items in the quarter, and the old one will be sold at the same time. After a year's calculation, only more than 1000 items are released.

Faster speed

As an e-commerce company, dream bazaar did not put online advertising before.

And a year ago, dream Bazar first launched online advertising, but it almost turned out to be a disaster.

"A lot of people buy, the supply can not keep up, the order satisfaction rate dropped to 60%."

She Xincheng, co-founder of dream bazaar, recalls.

Meng Baasha regards fast supply chain management as its core competitiveness, and the company continuously improves the processing capacity of the whole system, because with the continuous expansion of sales volume, several factors such as marketing, supply chain, information flow and cash flow will form a bottleneck.

Your product is doing well, the demand is rising rapidly, the supply chain pressure is increasing, and there may be a shortage.

On the contrary, if your product is not good enough to sell, the pressure of marketing and cash flow will increase.

All the problems will eventually be characterized by abnormal turnover of products and the runaway cost.

The cycle of dream bazaar from design, production, sales to data feedback has been shortened to 30 days, while the traditional brand takes about half a year to achieve similar results.

Dream bazaar usually has a plan for products in advance one year, and constantly improves production and marketing in the next time.

It first investigates the reaction of orders through a 8 to 24 hour test, and then combines the experience gained from historical data to determine the proportion of different colors and different types of products, so as to direct the deployment and production of back-end stocks.

The dream bazaar information system has undergone 5 upgrading so far, and its daily processing capacity has reached ten thousand or more.

And every time the information system is upgraded, the company will adjust some operation rules according to the feedback of consumers' behavior, reduce the degree of distortion of the market, and improve the guiding significance of the analysis results.

According to Meng bausa's data, last year, only one thousand square meters of total warehouse dream bazaar sales exceeded 100 million, an increase of 350%, while the return rate was only 7%.

Relatively precise supply chain management and control make its scale grow rapidly and maintain gross margin at 50%.