Daphne: "Volkswagen Shoe King" Reshape The Electricity Supplier

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< p style= "text-align: center >" last year Tmall "double eleven", Daphne's E-commerce Team handed over a pcript of more than 10 million per day.

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< p > 2012, the failure of vertical B2C once pushed the electric business of a > Daphne < /a > to the top of the storm. There was a lot of rumors and rumors about the breakup of capital chain, layoffs, and the abandonment of electric business.

Daphne group has never responded positively to the layout and direction of its future business.

After a few months of silence, Chen Baofen, the head of Daphne's new electricity supplier, finally spoke to the outside world: Daphne will reshape the electricity supplier.

How will Daphne electric providers, who experience setbacks and complex internal games, rebuild their business? < /p >

< p > < strong > electricity supplier's lost < /strong > < /p >.

< p > > a > the ups and downs of the "/a" website largely depends on people's "quick success and instant benefit".

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< p > once in the footwear business, most people believe in a concept: the scale of the race circle determines the right to speak and the speed of development of the enterprise in the future.

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< p > this view is not unusual.

The vertical B2C platforms such as Le Tao, hi Le, hi, and Tao shoe net have invested a lot of money in advertising and scaling. The craziest time of the industry, advertising and marketing cost accounted for 80% of the total cost.

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< p > in the second half of 2011, along with the advent of the cold winter of the electricity supplier, these shoes were closed down because of vertical B2C or because of the chain breaking of funds, or turned into a free brand with higher gross profit margin or reduced expenses.

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< p > July 2012, Daphne invested 100 of its electricity supplier project to end the official website's service on the grounds of relocation.

Daphne, which has been given high hopes by the group of 100, has not escaped the cold winter after all. It also has a great impact on the development of Daphne's electricity supplier.

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< p > in fact, before the investment hit 100, Daphne electricity supplier once had a good idea.

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< p > 2006, Daphne began to set foot in the electricity supplier, compared with the same kind of electricity supplier of shoes, this time is early.

At that time, online shopping had no such penetration.

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< p > for the "mass shoe king" who sells thousands of pairs of shoes a year, it has a huge a > consumer /a > how to maintain these customers, do well the customer's stickiness and drive the sales of other brands, obviously not a few shops can finish.

If Daphne sells 30 million pairs of shoes every year, the average consumer buys six pairs of shoes every year, so Daphne has 5 million members a year.

If these members are attracted to buy things online, it will be a huge treasure pit to be further explored.

In other words, Daphne electric business has played a more important role in opening up internal resources.

Through the Daphne CRM system, the offline members will be guided to the online, online flagship store Daphne, consumers can not only see Daphne's products, but also choose from low-end to high-end brands.

If we say, in 2006, Daphne entered the online stage is just a test stage, and its electricity business is still completed by the outsourcing team. Then, in 2009, with the growth of the electricity supplier in the mainland market, Daphne group began to set up a self operated electronic business company "love to carry", then it is really in the electricity business.

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< p > Daphne, which set up its own e-commerce team, divides the business strategy into two parts: one is the female platform strategy.

As a new business, this project focuses on the creation of women's community; the other is the marketing of footwear, with the brand advantage of Daphne, the whole network marketing, and the development of network dedicated contributions to the online market.

However, this beautiful idea was stranded because of the news that Daphne Group invested 100 points.

In 2010, Daphne gained 100 of its shares in 30 million, accounting for 10% of the shares.

Two years later, 100 of the high hopes were lost, and the attempt of its independent B2C failed.

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< p > for the past few years of Daphne's business direction -- from the "a href=" http://xm.sjfzxm.com/ "outsourcing", "/a" to "the whole network marketing" to "independent B2C" -- the merits and faults of several twists and turns, the current Vice President of Daphne electricity supplier Chen Baofen said: "the past business can not simply be based on the right and wrong conclusion, I think different time points will have different thinking.

Whether it's a horse race enclosure or a vertical electricity supplier, it was an appropriate decision at that time.

Now, with the maturity of the domestic electricity supplier environment, we have begun to take a cautious attitude towards the continuous burning of money, and see how each company adapts to the change of the environment to make the most suitable adjustment for the company's physique.

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< p > for Daphne, it is the whole network marketing, to make money as a profit model, or to be a vertical electricity supplier, and to continue to sprint in this industry where no leader has yet appeared? Chen Baofen replied, "Daphne will not make comprehensive electricity providers for the time being, nor will it control bad gross profits in order to rush to scale.

We are now going to take a more robust and more suitable road for Daphne. "

When business mode slowly returns to a rational state, it may be the sign that the entire electricity supplier industry is becoming mature.

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< p > < strong > the elasticity of traditional electricity suppliers < /strong > < /p >

< p > for the inevitable problem of traditional enterprise online channel conflict, Chen Baofen repeatedly stressed that online will not rush to the next line of business, on the contrary, online is opening up a new market.

All along, Daphne has basically maintained the same price on the line and offline, but even so, the brand side is still trying to figure out the potential of online sales, whether it can break through the deficiencies of the entity store sales (space, business hours, passenger flow), and meet the needs of more customers who want to buy shoes, so as to make the market pie bigger.

Chen Baofen did not choose the tough confrontation between online and offline. Instead, he used a more flexible way to ease the possible conflicts between the two channels under the line and on line.

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"P >" the brand side will be worried. We can definitely understand that we try to serve the brand in a more positive way, for example, through instant feedback on the 7 day sales performance return and customer's comment reaction, and gradually convince the brand side to support online.

In addition, through detailed analysis of goods, for example, some patterns may be very small. The stores under the line are limited by geographical restrictions, and can not find these consumers. But we have enough radiation on the line, we can definitely find these consumers and expand customers in this way.

Liu Xiangjun, director of Daphne electricity supplier, said.

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< p > this is very effective.

For the brand side, some new products may be difficult to sell because of geographical restrictions, and the electricity supplier as a new channel to help the brand find these customers can reduce the pressure of inventory.

And online can be displayed with no space constraints, to meet the consumer demand for seasonal goods, and offline seamless docking, can also help Daphne electric business attract more consumers.

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< p > in order to use existing resources to assist Daphne brand sales, Daphne electric providers will not attract consumers through discount, but choose to do some value-added services.

For example, buying new products of the season will give back coupons.

For offline shops, it is difficult to persuade them to get 20 yuan cheaper online, but if the price is consistent online and offline, the online donation of 20 yuan coupons will be replaced by a way of communication. Offline stores will be more receptive and consumers will benefit.

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< p >, and every pair of boots sold by Daphne will be accompanied by a "a href=" http://xm.sjfzxm.com/ "boot rack" /a ", each pair of shoes will be accompanied by half yards pad.

"These are some intimate services, but they are very effective.

Shoes are a special category. There are a lot of goods being returned because they are not the right size. We gave half of the yards, and the ratio of return rates came down immediately.

Liu Xiangjun said.

In terms of platform selection, Daphne electric providers did not set their own limits to do their own independent B2C, but chose to cooperate with the third party platform.

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< p > at present, Daphne has 11 footwear brands: Daphne, Daphne, impression, Daphne life, love, Du Lala, love, love, ALDO, Debina, shoe cabinet, footwear, and clothing, bags, and member brands.

There are not only high-end products such as AEE, but also "shoe store" in the form of "Street store".

In addition to Tmall, Daphne also Jingdong, Dangdang, good fun buy the three party platform shop.

It can be said that Daphne has chosen a relatively conservative route compared to BELLE's excellent investment and rapid expansion of its distribution platform.

But conservatism does not mean a retreat, but a steady victory.

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< p > "Daphne's strategy now is to set up shop where consumers are located.

Now consumers will not come to your official website because you are a Daphne or a brand.

Consumers' selling behavior needs to be cultivated.

Our official website may not be as high as those of Tmall, but we hope that they will eventually return to Daphne's official website.

Chen Baofen said.

From Tmall, Jingdong, Holle buy and other platforms back to Daphne official website, Chen Baofen believes that it takes time and needs Daphne group CRM system support.

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< p > before joining Daphne, Chen Baofen worked for many years in HAPPY GO, the largest consumer card company in Taiwan. This cross industry scorecard has been issued in Taiwan more than 10 million.

With the help of previous experience, Chen Baofen believes that Daphne electric providers need to make use of the CRM system to slowly guide the consumers of various platforms to Daphne's official website, and finally enjoy Daphne's e-commerce services.

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< p > "in the official website, you can see all the products of Daphne's" a brand "/a", which can buy AEE for themselves, also can buy shoes for their parents in the shoe cabinet, and can also buy Women's clothing online on Daphne flagship store, which are not available in offline stores.

Whether you buy Daphne shoes online or online, you can accumulate points to exchange products.

Chen Baofen said.

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Last year, Daphne started to operate CRM system. Now, it has accumulated more than 5 million 500 thousand members (as long as we buy Daphne group's brand products to apply for membership). P

And the integration of online and offline, will undoubtedly increase the viscosity and brand awareness of consumers.

It is through such a run in debugging, online and offline to achieve linkage, Daphne electric business in the elimination of estrangement, integration of resources within the group, step by step to show the advantages of traditional enterprises.

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< p > "it is not easy to really do O2O, such as the allocation of financial calculation, how to match the supply chain, how to pform 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 said.

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< p > traditional enterprises are involved in electricity providers. They have the advantages of supply chain, capital, brand awareness and so on. There is also a dilemma between internal coordination, game playing and trade-offs. They want to go further on the road of electronic commerce, depending on the determination and persistence of traditional enterprises to get involved in e-commerce.

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.

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