O2O Practitioner Experience In Clothing Industry: Profit Sharing, Online Price Is Difficult.

< p > there is no doubt that the pformation of channel's electricity supplier is a proposition that all brand enterprises can't get rid of.

For many Chinese brands that are built up by channels, the biggest problem in implementing O2O is the distribution of interests. How can we distribute profits in order to arouse everyone's enthusiasm?

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< p > < strong > look at a < /strong > a target= "_blank" href= "http://www.91se91.com/" > strong > dress > /strong > /a > < > > the practitioner's heart sharing.

< p > traditional enterprises want to do well in O2O. In practice, there are two key points: "profit distribution" and "project promotion". Among them, the most difficult and difficult part is how to properly handle the relationship between online and offline and how to allocate benefits.

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< p > 020, we must find a mechanism of interest distribution, including consumers, brands, distributors, and industry related practitioners.

(based on garment industry analysis) < /p >

< p > when it comes to the distribution of interests, we must first talk about the mode of operation of the industry, and then talk about the cost of operation before we have the power to say the distribution of benefits.

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< p > first, let's talk about patterns: most people in the industry know that because most brands need to help and integrate distributors' capital and human resources to quickly open and occupy the market, so no less than 90% of clothing enterprises use two or three level channel distribution mode.

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< p > calculate the cost again: a terminal distributor (commonly referred to as franchisee) invest in a smaller scale "a target=" _blank "href=" http://www.91se91.com/ "brand clothing" /a "shop, immediately become a million" negative Weng ".

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< p > rent, pfer fee, decoration fee (not only new opening, but also brand image renewal), goods, working capital, double labor cost (employees + insurance), all kinds of taxes, plus utilities, communications, logistics and other incidental expenses, which can add up to a million.

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< p > Q: what has changed the distribution business 1 million?

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< p > answer: a brand store has been bought, and an important right to be infringed upon has been obtained: designating "regional exclusive right".

The exclusive right to designate regional brand guarantees the potential interests of investors in the region from the legal level.

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< p > talk about the distribution of interests again: the distribution of interests is not simply talking about money, but how to protect the potential interests of distributors.

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The global direct selling mode of P > B2C and the random cross regional sales of C2C mode all result in the legal problems of breach of contract between merchants. Brand dealers infringe the distributor's "regional exclusive rights", and the distributors violate each other's "regional exclusive rights", resulting in serious conflicts of interest, and the potential interests of distributors can not be guaranteed.

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< p >, therefore, a good 020 mode must first guarantee that the right of ownership of consumers and the right of business sale.

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< p > let's take a look at some of the existing schemes and solve the problem of interest properly: < /p >

< p > < strong > the current plan 1: Manufacturer's unified delivery and profit sharing < /strong > < /p >

< p > there are businesses offering solutions. Sales orders from all over the country are uniformly shipped by the brand dealers nationwide, and then the distributors and distributors are paid dividends, which ensures the interests of the regional distributors.

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< p > first, the industry will be saved.

What is the atmosphere of the brand?

You calculate and see: < /p >

< p > 1: goods, brand names; < /p >

< p > 2: labor cost of delivery, brand name; < /p >

< p > 3: goods warehousing and maintenance costs, brand names; < /p >

< p > 4: storage site cost, brand name; < /p >

< p > 5: freight cost of shipment, brand name; < /p >

< p > 6: after-sales service cost, brand name; < /p >

< p > 7: the cost of e-commerce platform is settled, brand name; < /p >

< p > 8: processing and maintenance of commodity information, brand name; < /p >

< p > 9: commodity online promotion cost, brand name; < /p >

< p > 10: carry out the business of the 020 business brand, and the interest on the goods that may be generated, and the interest of the brand; < /p >

< p > 11:020 inventory of brand goods, or brand dealers.

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< p > all the cost and business risk of the so-called 020 project are all brand businesses.

In this case, brand dealers have to distribute money to distributors, enough atmosphere.

Praise one!

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It is clear that P is a false proposition.

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< p > < strong > difficulty 1: divided into < /strong > < /p >.

< p > think about how much profit the distributor gives to distributors.

The proportion of distributors is more than that of brands.

The proportion of distributors is less, distributors do not work, the same loss.

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< p > distributors have huge money to support a store and keep a group of people.

Whether or not the shipment is delivered, as long as the sun rises from the East, the distributor's cost is like water flowing out.

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Less than P, the profit from distributor's direct sales and delivery is much greater than that of the sale of the goods by the brand, and then the deduction after deducting its own cost.

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< p > as long as we take care of the cost of the brand first, we can not take care of the cost of the distributor. Because of the huge cost on both sides, the equilibrium point of interest distribution does not exist at all.

A few brands of brands can only buy a sugar, and distributors will play with them.

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< p > is not in line with the interests of distributors, it will not work.

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< p > distribution of interests should be put first and discussed slowly.

Anyway, I haven't sold it yet. I'll change another question.

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< p > < strong > difficulty 2: online sale price < /strong > < /p >

< p > brand unified shipments, indicating that the display and promotion of products are in the brand's official website. Then the new problem comes out. How can the price be fixed on the commodity line?

Do not simply say that the same price is placed on the same line.

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< p > as a fashion designer, no one knows that most brands have the same selling price in different regions.

The so-called national unified price is just a hoax. The national guidance price (tag price) is the sales ceiling in various regions, and there is no lower limit.

It's hard to say that the tag price is used to let the consumer know how much he has taken advantage of or how much money the distributor should pay.

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< p > because of various factors such as economic consumption ability, brand recognition, weather change, season difference, fabric color preference, body size matching, sales trend and regional store inventory, the brand price of the brand goods across the country is impossible.

A similar design may appear in the whole country for dozens of hundred line prices. Which area of the line do you want to synchronize?

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< p > synchronous suspension price?

Online unified sale price tag?

OK no problem. All the distributors are against it. Support!

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< p > but is it meaningful?

Consumers can buy similar products from other local brands, and some regional stores have already had considerable discount.

Why do consumers cry and cry to buy the goods that you already have?

It will take time to wait, and it will also be faced with problems such as after-sale inconvenience. Why should I play with you?

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"P" fact has proved that, in addition to dealing with the special goods of brand dealer inventory, the value of the product line of the original price is far greater than the value of the actual operation. The brand is a helplessness, it is first to comfort oneself "I am doing business", and then give oneself an excuse, "big competition sales are not good, and participate in the bar"!

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< p > is not in line with the interests of consumers, it will not work.

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< p > < strong > difficulty 3: terminal stores can not benefit (side impact) < /strong > < /p >

< p > since brands are not sold, brands have to sell off season stocks.

Or separate a few models to sell online!

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< p > is that also called 020?

Does this have 10 Fen relationship and support for offline stores?

Without support, we must fight against each other and fight internally.

Brand dealers deal with inventory products online, and some distributors also have the brand and the right to sell and sell online.

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< p > even if it is sold separately by a few distributors, the brand seems to be even more unkind. Distributors everywhere spend a lot of money on advertising the brand with the advanced pattern of the physical store. You can directly grab the terminal customers on cheap online and grab the distributor's money.

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A bigger negative impression of P is that the brand is selling in the official website, and the distributor is not in a balanced mentality. You can do what we can't do, and go to Taobao to deal with the goods. What a mess!

It not only damages the interests of the retail system, but also damages the brand image.

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< p > look at the essence of this model in depth. It is not the 020, the flavour of B2C. The shops under the line can not benefit from it. At the same time, it will also be attacked by brand dealers in disguise.

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< p > < strong > difficulty 4: inventory is not easy to handle.

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< p > clothing industry mostly adopts futures system.

This means that before the advent of each selling season, distributors have already assembled their products in their stores according to the expected quarterly sales volume.

If online orders are shipped by brands, there will be a terrible thing: < /p >

< p > brand operators intercept part of the distributor's passenger flow and directly produce the goods shipped after the paction. This misplaced merchandise supply flow is a fatal blow to the distributor, and the real chicken is all.

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< p > on the one hand, the number of distributors has decreased, and on the other hand, the stock of stores has increased.

If the performance is lost, the manufacturer will send the goods directly to the store. If the distributor sells goods to the manufacturer, it will not be sold out in the store.

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< p > it is unlikely that the brand will be returned.

No refund, can the sum of money allocated to the brand offset the sale profit of the store's stock and the distributor's original sales?

There is an analysis before, definitely not!

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< p > brand distributors can only symbolize dividends to distributors, because goods and all costs are brand names.

The distributor is sad!

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< p > does not meet the interests of brands, distributors and consumers. It will not work.

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< p > there are second plans. Can the combined shipment of manufacturers and distributors be able to accomplish the O2O plan of the brand well?

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< p > if the above two schemes are not feasible, how can enterprises solve the core interests distribution problem of < a href= "http://www.91se91.com/news/index_cj.asp" > O2O < /a >?

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< p > please look forward to the next period!

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