Daphne, A Popular Shoe King, Is Actively Facing Declining Performance And Reshaping Its Business.

< p > for the offline "mass shoe king", whether it is "double eleven" performance, or its current share in the footwear business, it does not match its offline status. However, if you understand the tortuous road that Daphne has gone through, it may be possible to regard the "double eleven" transcript as a signal for the return and remodeling of the "Volkswagen shoe king" business. < /p >
Less than p months later, Chen Baofen, the head of Daphne's new electricity supplier, finally said: Daphne will reshape the electricity supplier. The ups and downs of e-commerce websites largely depend on people's "quick success and instant benefit". < /p >
< 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. 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. < /p >
< 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. < /p >
< 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. < /p >
< p > in fact, before the investment hit 100, Daphne electricity supplier once had a good idea. In 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. < /p >
< p > for the sale of thousands of pairs of shoes in a year, "a href=" http://www.91se91.com/news/index_c.asp "shoes Wang < /a", it has a large consumer layer itself. How to maintain these customers, do well in the stickiness of customers and drive the sales of other brands is obviously not the completion of several shops under the line. < /p >
< p > 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. < /p >
< p >, that is to say, 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. < /p >
< p > 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. < /p >
< 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 marketing of < a href= "http://www.91se91.com/news/index_c.asp > footwear > /a >, with the brand advantage of Daphne, carries out full network marketing, and develops special funds for the online market. < /p >
< p > however, this beautiful idea has been 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. < /p >
< p > for Daphne's management direction in the past few years -- from the outsourcing of electric business, the whole network marketing to the independent B2C -- the merits and demerits of several twists and turns, the current Vice President Chen Baofen of Daphne electric business thinks: "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. < /p >
< p > < a href= "http://www.91se91.com/news/index_c.asp" > Daphne < /a > is the whole network marketing, to make money as a profit model, or to be a vertical electricity supplier, and continue to sprint in this industry with no leading sheep? < /p >
< p > Chen Baofen replied: "Daphne will not do 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. " < /p >
< p > when the business mode slowly returns to a rational state, it may be the sign that the entire electricity supplier industry is becoming mature. < /p >