To Join The "Volkswagen Shoe King" Daphne To Welcome The New Future Of Electricity Supplier Mode

tradition enterprise No shortage of funds, teams and products on the line, but compared to online "quick card" game, traditional enterprises are still "slow half."

Traditional footwear enterprises usually place orders two months ahead of time, so online stores are much slower than online stores. For example, Daphne electricity providers can sell their products according to the sales situation at the end of December, but the traditional offline stores only start the Spring Festival after the Spring Festival.

"Traditional" footwear In the supply chain, the production cycle will be 6 months ahead of schedule, because it will take a long time from design to leather selection, sample preparation, and production. If we catch up after the sale, it will be too late. It may take a month to buy Fabrics. " Liu Xiangjun said. Under the current circumstances, every time the order is placed, the Daphne electric business team will predict the sales situation according to the sales situation of the previous year. In terms of the depth of commodities, Daphne's electricity supplier has developed from the beginning to the brand, and has gradually formed its own characteristics. In Liu Xiangjun's view, the market is moving towards equilibrium, and there is less and less opportunity to burst instantly. What Daphne needs to do is catch consumers at the outbreak point of non traffic.

If, according to the calendar year Sales situation To make predictions is only to stay in the shallow data mining stage, then building an efficient supply chain system from the group level has become an important part of traditional footwear enterprises to control inventory and speed up inventory turnover. In recent years, Daphne has slowed down the growth of franchisees in the mainland market, and it is probably from this perspective that more options are being chosen.

"Shoe king" BELLE (franchised store) began to gradually weaken the dealer mode a few years ago and increase the investment in direct investment. In recent years, enterprises such as Saturday and 1000 are also reducing the proportion of franchisees. It can be said that reducing the proportion of franchisees and speeding up the construction of their own channels is almost the overall trend of footwear enterprises.

In August 2012, news about Daphne's "going to join" was heard. Huang Yingzhe, director of public relations of Daphne, told the world network Merchants: "Daphne has never said that it should be" franchising ". For the existing franchisees, we still abide by the contract and maintain good cooperative relationship. The growth of proprietary stores can only be explained by the overall market environment and the strength of Daphne itself. Only in this way, the brand will be more direct to the overall image and the control of the terminal, and it can also directly receive the feedback from consumers.

From Daphne's offline channel layout, " Daphne The core brand layout of "shoe cabinet" and so on are mainly self owned street shops. In recent years, the rapid increase in the number of self owned shops and the decline in the proportion of franchised stores are considered to be the manifestation of Daphne's professional development. It is generally believed that the development direction based on self operated shops can effectively change a series of problems, such as the disunity of shop image, inadequate management, stock exchange and asymmetric information.

From the earliest franchisee mode to the self dominated mode, it is not only a sign that Daphne has entered the professional development period, but also cleared the way for the development of online Daphne, and the complaints from the franchisees who are dissatisfied with the electricity supplier will be greatly reduced. Daphne electric providers can display the advantages of the traditional enterprises in a more limited way in the internal resources regulation of the company.

High inventory has always been the most concerned problem in the footwear industry. How to build an efficient supply chain system is related to the inventory turnover rate, capital flow, scale and so on. As Huang Yingzhe, director of public relations of Daphne, said, building an efficient and flexible supply chain is not only an important part of the electricity supplier, but also an important part of the company's future strategic planning.

Compared to the status of "Daphne shoe" under the Daphne line, Daphne Online retailers The share may not be as high as 1/10 of the whole plate, but Daphne has opened up the mainland market with the "Street store" mode. In order to increase the exposure of the brand and attract young customers, Daphne electric business plays a decisive role.

At present, Daphne has more than 4500 stores, mainly in the second tier cities, but with the rise of the consumption capacity of China's three or four tier cities, the total number of Daphne's 4500 stores is 8000 different from that of the planned ones.

Daphne electricity supplier has also begun to try O2O mode, so that stores and electricity providers have more crossover. Chen Baofen said that in 2013, Daphne will try O2O in big cities, consumers can place orders online, stores can pick up goods, and they can also place orders from stores and shipped by EC departments. But she also said that achieving O2O is not only a matter of how a group can meet consumer needs, improve customer experience and create more revenue, but also upgrade the system.

"It is not easy to really do O2O, such as the allocation of financial calculation, how to match the supply chain, how to transform warehousing and logistics. These are problems that need to be solved within the group. But we will go in this direction, and we have the ability to do that. Chen Baofen told reporters.

Traditional enterprises are involved in electricity suppliers, including supply chain, capital and brand Visibility, and other advantages, there are internal coordination, how to game, trade-off dilemma, want to go farther in the electricity supplier this way, depends on the traditional enterprises to set foot in the electricity supplier's determination and perseverance. Daphne reshape the electricity supplier, no longer eager to open up territory, but "slow down" to integrate the company's internal resources, do well, and perhaps go further.