China'S Electricity Supplier From The Great Leap Forward To The Famine Everyone Vip.Com

< p > in the time when Chinese electric business grew from barbarism to lean era, meticulous management has indeed become the consensus of many business people, but it is also an unspeakable pain. There are so many people who exaggerate and exaggerate. They can bend down and work hard. What is the problem? < /p >

During the Qingming Festival this year, Mou Guixian, the new president of Gome online, wrote an electric business eulogy, denouncing the "brutal price war slaughtering", "price butcher" and "destroys, data manipulators and capital speculators", calling the industry to embrace the source of the electricity supplier - "P".

To some extent, this is an essay on the meticulous operation of the pformation of the electricity supplier, and Mou Guixian really wants to make some new attempts in terms of supply chain, user experience and category differentiation after his senior position.

However, Gome online's "strongest Month Celebration" sales campaign still needs to rely on price war strategy to win the space before the platform electricity supplier seats.

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< p > there have also been media listed the ten vertical electricity providers that fell last year, and took a headline that amplified the nerve: "2012 electricity supplier big defeat".

Looking back now, the list of enterprises, whether group Bao, 24 coupons, or cotton, poly, red children, almost have a lot of money burning, management of rough, and ultimately unsustainable common.

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< p > is it a matter of anxiety and entanglement?

There are a target= "_blank" href= "http://www.91se91.com/" > clothing < /a > electricity supplier executives said, we all know that we should tighten our belts, but the mentality of migrant workers, the agitation of listed dreams and the over optimism of Internet marketing make many of the older businesses of the vertical electricity providers still entangled, so it is hard to work hard and meticulous to do meticulous operation.

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< p > in the time when Chinese electric business grew from barbarism to lean era, meticulous management has indeed become the consensus of many business people, but it is also an unspeakable pain. There are so many people who exaggerate and exaggerate. They can bend down and work hard. What is the problem? < /p >

< p > from the great leap forward to the great famine < /p >.

< p > May 8th, the chairman of xingdai network, Xing Kong Yu, wrote this sentence in micro-blog: "last year was very active. Many brands of Amoy brands, after last year's double eleven, seemed to evaporate once and for all."

Liu Shuang, the founder of NOP, made the following comments. "The electricity providers in the past were all dead. The electricity providers are starving to death.

At the end of the year, we said that we should prepare for the great leap forward to the great famine.

Many people did not listen to this sentence, so last year, this year and next year there will be many starvation. "

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< p > the dialogue between the two insiders leads to the current big dilemma of electricity supplier: eat the grain and catch up with the drought.

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< p > two followers of the fan family are so encounters: the "Wei cotton net", once known as the "fan apprenticeship", suddenly stopped in August last year, while the other follower was the first moment of Xu Xiaohui. This niche brand electric business is basically a careful calculation, and eventually sold to all customers. Xu Xiaohui returned to the van alone.

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< p > then, why is there a big leap forward to the famine? Why did the original electricity supplier who believed in the superiority of the Internet mode burst into light after a burst of passion for pforming the traditional business world? < /p >

< p > first of all, there has always been a capital crime accompanied by almost a majority of e-commerce entrepreneurs. It is like beautiful poppies. The impetuous and extensive operation mentality of electric providers almost overwhelms everything.

There is a regreting story. In the two weeks before the collapse of cotton, despite its poor condition, the company chose to spend a lot of money on public advertising, trying to gain a turning point in financing with the last desperate struggle.

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Nor did it get rid of the trouble of capital's original sin, which also led to its swing: if anyone wanted to make brand electric business, anyone would need to temporarily abandon the dream of listing, and learn small and beautiful electricity providers to cut costs, but it had not fundamentally improved in terms of quality control, supply chain integration, management mechanism straightening and so on, and had been encountering more and more traditional clothing brands on the pformation line. To do platform electricity providers, customers would have to regain the route to buy heavy traffic and expand the scale rapidly. According to the news disclosed by investment circles, after the F round of financing, the valuation of all customers has dropped to $1 billion, which is far lower than the original 3 billion 200 million dollar expectation, which means that any kind of financing scheme will cause investors' losses. < p > even in the past 2 years, even the light company's benchmark customer.

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< p > in addition to the original sin of capital, another original sin that has been neglected is the "DNA original sin" of the Internet people who do electricity providers. They firmly believe that as long as goods are delivered to their own hands, the Internet mode will be able to sell quickly.

However, they are more accustomed to making Internet marketing myths, and are proficient in this "short and fast" mode of operation, but do not want to do too much work.

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< p > putting on the operation level of the electricity supplier, there is always a risk of gaming for the mouse against the cement people: "all customers" learn the traditional supply chain capability, quality control and brand building of the traditional clothing enterprises, which will be very slow and need time to accumulate. In turn, the traditional enterprises will seriously study and learn the Internet marketing practices of "all customers".

Under such scissors difference, the relative competitive advantage accumulated by light companies and Internet marketing has almost disappeared.

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Less than P, inside many customers, many business leaders are also dominated by Internet users, including some fashion design and editorial teams, and lack of experience in traditional clothing retailing.

In fact, fan's team's literary and artistic style is very heavy, which makes VT, canvas, a target= "_blank" href= "http://www.91se91.com/" > shoes < /a > and other products with strong cultural properties can be sold quickly, but it really needs to cut into the fast fashion world.

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< p > only when light companies seriously reflect on these two major sins can everything return to true meaning.

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< p > last year, there were some overloaded media reports about the "reflection" of customers, but the real return of all customers began in 2013.

In the late April, Chen appeared at the scene of the e-commerce summit of Chinese footwear industry in Quanzhou, and promoted the idea of platform design to the crowd in the clothing industry. "We are willing to buy all customers 30 million, and share the huge daily traffic with traditional clothing, < a target=" _blank "href=" http://www.91se91.com/ "> clothing" /a "brand. We are willing to open up the products we are not good at.

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Before P, van guest has made two special sale with Lining, the lowest price to 19 yuan, and the goods were sold out in a short time.

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On the surface, P will take a "private brand + open platform" mode, but the essence of the problem is that customers are no longer entangled in the mode, and only ask business.

A customer insider said: "customers have abandoned the ambition to do Zara or UNIQLO. Why do we have to build their own brands to restrict ourselves? Why can't customers make platform channels? In fact, the old age is not to have its own brand. The original product lines such as VT and sail cloth shoes will be retained. He just wants to rationally shrink the product lines that were originally unrestrained."

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< p > for everyone, the return is just a new beginning. It has too many fine details to make up lessons and patiently polish.

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"P", for example, at the beginning of the year, Chen has put forward that everyone should make full profits, and how to live carefully will be a challenge.

"The normal gross profit margin of all customers can reach 40%, but marketing expenses once occupied 50%, and now it has dropped to 10%, plus more than 20% management costs, 5~10% logistics distribution costs, and the loss of control is bad."

Insiders say that even if the scale of the customers is bigger, the traditional large industrial supply chain of China is still hard to shake in the short term. This industry chain symbiosis system is the strength of traditional clothing brands, and customers need to learn from scratch.

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< p > to a certain extent, in recent years, the brand dealers have made special sale and cut off redundant product lines. There are two layers of deep meaning: one is to do some difficult activities such as investment, cost control and supply chain integration. It will return to the internet light mode and help garment enterprises to clear inventories. The other layer is to use the brand's price advantage to stimulate and force the product line leader to compete with it, and the product line will be disbanded, which will stimulate them to pay close attention to fine operation.

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< p > "everyone vip.com" < /p >.

Less than P, it is not surprising that the era of "everyone vip.com" has finally come.

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< p > May 7th, Dangdang on-line "tail product" famous sale channel, the name is completely "vip.com" homophonic, Li Guoqing also released a bold statement: "famous brand sale must be less than 70 percent off, Dangdang network this year to strive to enter the top three clothing online shopping."

Another clothing giant also made a voice in micro-blog. He said, "the brand sale of every guest should be pushed down as soon as possible, and 5% is the upper limit."

In addition, Tmall has announced that it will focus on supporting the "brand sale" in 2013. Cosmetics, jumei.com, the vertical e-commerce supplier, even sells brand names, and even brands can not enter the warehouse. Jingdong mall has also launched its sale channel "Jingdong flash group".

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< p >, which means that the flash buying mode will become a "standard facility" for the electricity supplier. What is interesting is that vip.com's performance is quite calm when it is attacked by a powerful enemy.

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< p > according to the data revealed by Yu Yanghuan, an e-commerce investor, since October last year, vip.com's average daily independent IP traffic has stabilized at about 400 thousand, which has risen to 2~3 around 2~3 this year. At the end of April, after the launch of vip.com TV advertising, it reached about 1000000 of its peak in a few days.

And this is precisely the time that these big platforms launch the brand sale. "From the flow data itself, it can be seen that the launch of the same sales form by several large platforms has not had a significant impact on vip.com's user traffic".

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Since P was listed on the stock market in March last year, vip.com has been dubbed "China's first electricity supplier" by its unique flash buying and sale mode and its strange rhythm.

Subsequently, the sale mode will gradually spread to a prominent school and an electricity supplier standard, coupled with the inventory crisis of China's clothing industry, it seems that everyone can share vip.com's dividend.

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< p > electric shock founder Gong Wenxiang recently revealed in micro-blog the sale standard of an e-commerce platform: the value of goods should be 2 million, the big brand can be sold into the pit warehouse within 24 hours after the sale, the small brand must enter the warehouse, and the discount point will be 25%.

An operator of electricity suppliers immediately calculated an account. If the value of vip.com is the benchmark, the electricity supplier needs to have a 50% sales rate, 10 brands on a daily basis and a daily sales of over 13 million to achieve 4 billion 800 million sales. Finally, it concludes that "the possibility is almost zero."

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< p > this involves a core question. Why can vip.com do it? What are its killer? < /p >

< p > one is strong investment ability, good at open source.

Before 2011, most of the vip.com actively found the brand to sell, the proportion of buyout products was larger. But with the vip.com's ability to clear cargo, it became a brand name to take the initiative to find vip.com, the proportion of buyout is declining, and the proportion of sales is rising, which has also raised the gross margin level.

According to vip.com's 2012 earnings report, there are more than more than 5000 cooperative brands that can not be compared to other brands.

At the same time, vip.com signed an exclusive supply agreement with some brands on the one hand, while the brand is in the process of avoiding the tedious process and preventing the impression of "selling everywhere". It almost makes vip.com a winner taking all.

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< p > two is careful calculation, good at cutting corners.

There is a standard of money in vip.com, that is, "small money is not saved and big money is not spent".

The independent consultant of Qingdao electric power company has analyzed vip.com's recent financial reports for nearly two years, and found that vip.com's throttling capability is almost the strongest in the industry. For example, vip.com's investment team will strictly abide by the gross margin line of 20%, to ensure a profit margin fundamentally, and continuously reduce the order fulfillment (Fulfillment), from last year's Q4 sales to 18% last year's Q4 12~12.5% level. Among them, the unique setup of trunk logistics can effectively reduce the logistics cost while not damaging the distribution experience. Vip.com has made almost no big advertising in addition to web search and website navigation, while its marketing ROI can reach 1:25, and the marketing cost has continued to decline from 6.39% of Q4 in 2011 to 4.2% of 2012.

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"P >" vip.com's 2012 earnings report is undoubtedly the most beautiful one in the domestic electricity business sector. It is based on the performance of many operational details to enhance its profitability.

The high efficiency of business operation is not to be said, it needs a continuous improvement process.

The green bird says.

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< p > three is a strong commodity operation capability.

According to vip.com's 2012 Q4 earnings report, vip.com's active users reached 2 million 600 thousand, the number of orders per unit user reached 3.38, and the average user income reached 115 US dollars.

According to vip.com's external data, its user repeat purchase rate is more than 70%, which is enough to dislike many e-commerce peers.

Jade Bird believes that the reason behind this is "vip.com's goods are good, good goods are sold, and they can find accurate sales targets."

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< p > according to the director general of the Chinese fund of Sequoia Capital, vip.com director Liu Xing, vip.com's buyer team has more than 250 people, almost all of them are from the fashion industry, the retail industry and the apparel industry. At the same time, vip.com has accumulated a lot of sales data, but when the buyer's perceptual experience and rational data overlap each other, it can decide what kind of products, brands, products and how to mix and match second days of activities.

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< p > in addition, vip.com's inventory turnover is also highly efficient, with its warehouse averaging a SKU replacement every 5 days.

Of course, many people do not understand why vip.com must build its own warehouse and ask the brand to enter the warehouse.

In the view of green birds, many traditional clothing brands do not have the ability to quickly process orders and deliver goods in time, which will make user experience uncontrollable. At the same time, clothing products are returned at a high rate, and Mcglaughlin once reached 30%. If they are not first placed in warehouse, the return of goods will be extremely cumbersome, and it will be difficult to carry out subsequent settlement with brands.

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< p > to some extent, the real threshold of vip.com for its latecomers lies in how to continuously optimize their business models with a meticulous way of operation.

Coincidentally, vip.com senior vice president Tang Yizhi also told the media, "flash buying has millions of details, others imitate us, there are many details that can not be imitated, the DNA of enterprises can not be imitated".

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< p > the road to lean e-commerce: < /p >

< p > the future trend is very clear. From extensive electric business to lean electricity supplier is a necessary pformation road. It is also an important way to eliminate the short board of original sin and establish the threshold of competition.

E-commerce observer Lin Haicheng, "lean is indeed a major contradiction in the development of electricity providers, no matter how many means of electricity providers, such as SEO, through train, etc., as long as e-commerce sales are not lean products, the management of electric business is not lean management, marketing is not precise marketing, the pformation rate of electricity providers is very difficult to improve."

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< p > however, Lin Hai has also found a more worthwhile proposition: the development of electricity providers must distinguish between the long tail and the long tail. Amazon is running an ordinary long tail product, and it is difficult to change the situation of Amazon's profit for one hundred years.

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< p > "is it a brand to catch the minds of consumers or to pursue the efficiency of the long tail?"

In the view of Lin Chen, vice president of Yintai network, after the pattern of the big platform has been set, the remaining vertical electric providers must be vertical ploughing based on the specific needs of users, not vertical based on category. Such as the iron and steel community, YOHO!

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< p > in addition to the above demand based vertical fine operation, lean electric providers should also work hard in three other aspects: < /p >

< p > sharp.

At the beginning of this year, Chen made a speech entitled "2013 in light of the battle" at the annual meeting of the fans. In addition to reconsidering the difficulty of managing a large company, he also reflected that he once ignored "everyone is a fashionable Brand Company, and it is also the longest spanning Internet Co".

This involves the core issue of the fine operation of an electricity supplier. In fact, it does not depend on whether you are a heavy company or a light company. It lies in whether you can cultivate a kind of sharpness in management and operation. You can break through a single point, or make the chain with a long span produce sharp blades.

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< p > Lin Chen analysis said, "Taobao is actually cutting a knife in the marketing process, and if customers can maintain enough strength in their VT, canvas shoes or flannel shirts, and further up the raw materials, we can save at least 20% of the cost."

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At the same time, it is also very important to maintain the sharpest management ability. In fact, there are many electricity suppliers such as Chen, Liu Qiangdong and so on. They have not led the experience of ten thousand scale companies before. For them, they are now driving on the highway, but they need to change the tire at any time. P

For example, in his early speech, Liu Qiangdong elaborated on the essentials of "self-cultivation and interest" strategy and revealed his vigilance against runaway management. He even said, "if Jingdong fails, it is certainly not because investment has gone wrong, not because of market changes or consumer demand changes, but because our team has problems, and the main reason is that I have problems."

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< p > win win.

According to the traditional inertial thinking, the electricity supplier can rely on the scale effect to force upstream supply chain, but the real benign industrial chain cooperation is not in control, but in the win-win situation.

From the point of view of the electricity supplier of the acquisition platform, there are still some old habits of commercial real estate, such as the point of deduction, the time of dragging accounts and so on. At the same time, the price strategy often disturbs the balance of the supplier's channel system, and the construction of its platform ecosystem is far from the level of harmonious co-existence.

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< p > from the perspective of private brand e-commerce, fast fashion and fast electronic business have become the trend of the industry. However, their time lag appears to be out of order rhythm, lack of funds and so on, which makes the upstream supply chain at a loss.

At the same time, some electricity providers are not good at making supply chain layout, lack of mentality of climbing together with suppliers, changing suppliers at will, eventually leading to their loss of word of mouth, no one is willing to take orders.

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< p > Data force.

"The e-business initiative model will take data as the core to reconstruct and upgrade.

In the 2012 e-commerce initiative report released by Alibaba early this year, data driven fine operation of electric power providers will provide a new idea and method for e-commerce enterprises to break through the bottleneck of development.

The business enterprise should make full use of the data in the consumer and marketing side, while other links, such as product end, channel end, logistics terminal, etc., also need to move on demand.

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< p > however, the so-called big data of electricity providers still have some flavor of catching up with others. Many electric providers think that as long as they have the awareness of big data, they will be able to succeed, but there are still many problems that remain unsolved.

For example, the collection of electricity supplier operation data is not comprehensive enough. The problem of data island in the entire electricity supplier's organizational structure is serious, and it is not connected to a valuable data platform, and the unreasonable setting of KPI index in the business department will also lead to the destruction of data insight ability.

In addition, the data of the entire electricity supplier industry is still fragmented. Large enterprises use the mentality of interception rather than the open mind to treat data assets, which also makes the electricity supplier unable to get the data insight ability of the whole network.

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< p > finally, there is a paradox which must be recognized. It is not significant to discuss the meticulous mode itself, nor does it exist a perfect model to cure all diseases. What is really important is the ability to implement sustainable optimization and make the electronic business an art of detail, which is the original meaning of lean business.

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