Mou Guixian Tried To Break Through The Traditional Advantages Of Gome.

Mr. P, who is 41 years old, tried to reshape Gome online.

Over the past 1 years, the most important question he has been thinking about is how to play the traditional advantage of Gome to break through.

Finally, he summed up three: the first is supply and logistics system, the second is the background management system, and the third is the fast acting gene in Gome.

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< p > December 30, 2013, in an internal mail, Gome online chairman Mou Guixian put forward the concept of "benchmarking base price". He called on all staff to take part in the review of benchmark price. If any colleagues found that which price of the more than 40 thousand commodities is higher than their main counterparts, please be sure to report directly. If any colleague found many, the company would give "Gome online Guardian" honor and material reward.

In addition, he also issued tough words, "even if the order on New Year's Eve, also need to deliver goods on time, to achieve installation.

If something goes wrong, I will not apologize to senior executives. "

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"P >" internally, we often lay down such a military order, and if we fail to achieve what objectives we will do.

But we will not talk about these things outside. "

Sitting in the office of Gome online headquarters in Ding Hao building of Beijing Zhongguancun [-1.78% Research Institute, Mou Guixian elaborated on the executive power of Gome. "Internally, it is a kind of solidarity, and external is a predatory competition strategy."

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Less than P, however, in the eyes of the outside world, how did Gome online 3 years compete with the 5 year old winner network Suning and the 15 year Alibaba? This is a difficult problem.

Especially in China's Internet industry, the most tragic business circle, as the latecomers of Gome online, was considered to be too mild and conservative.

But all of this began to change.

Recently, in order to speed up the rapid response to the market, Gome online is carrying out an organizational pformation of "everyone is CEO". The original organizational structure has been simplified into a "inverted pyramid" structure: the top layer is front-line employees; the sandwich layer is the middle manager, who is responsible for helping employees clarify goals and follow up progress; the bottom is the core leadership, which in a sense acts as a strategical narrator, guider and cheerleader.

At the same time, beginning in late March, Gome officially launched the regional war plan and launched a bright banner to enter the "online shopping home appliance king". Mou Guixian put forward the five major strategies to deepen the O2O layout, which is regarded as the beginning of reshaping Gome online.

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< p > < strong > addition and subtraction < /strong > /p >

< p > March this year, Gome held an investor analyst meeting in Hongkong.

At the meeting, the pformation of the traditional household appliance retail giant put forward the whole Gome strategy, that is, the whole channel retailer strategy.

Among them, Gome online is a very important strategic component.

The strategic adjustment of Gome online, relying on the five strategies put forward by Mou Guixian, will further strengthen the existing advantages in the field of home appliances.

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< p > "choose a strong supply chain to add, but do less to the industry that is not strong.

On this basis, we choose other areas that are not very strong, such as cultural works of art, golden cars and so on.

Mou Guixian said that this is the strategic choice of Gome online in the era of extreme competition.

Indeed, as the American positioning master Jack Traut said in "the difference", "the most choice" has become the "Carol" of the retail industry. The super market likes to be called "category killer".

However, like the low price competition strategy, the problem of product differentiation as a differentiated competitive strategy is that you can not prevent competitors from adopting the same strategy.

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After P and the strategic choice of addition and subtraction, another problem begins to emerge. You must have enough resources and advantages to control the areas you focus on.

"In this case, pricing power is very important.

To this end, Gome online part of the self operated platform will focus on building products that we can master in the supply chain in the future.

Mou Guixian said that this is the breakthrough line of Gome, and appliances are regarded as the core category of Gome online. For other categories, Gome will still expand, and will actively prepare for it.

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< p > obviously, large and complete roads do not apply to Gome online.

In the whole planning, Gome online should be the "king of home appliances", but this is not an overnight job.

"From the current sales scale, Gome online is not the king of home appliances.

But from the perspective of home appliance capability, Gome online should be the king of home appliances.

Mou Guixian is well aware of this. Among them, home appliance capability includes commodity procurement capability, household appliances category richness, price competitiveness, logistics services, etc.

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Therefore, first of all, Gome online and Gome group have opened up the commodity procurement link. With the help of the group's supply chain capabilities, Gome online has changed the way of trading with suppliers since 2012.

"What we did before was how the suppliers did what we sold.

Retail prices and orders are managed by suppliers. The inventory is held responsible by the suppliers. The role of retailers is like "property sites", and competitiveness is controlled by suppliers.

Wang Junzhou, President of Gome, said: "after changing the trading mode, Gome has adopted OEM, ODM, one step price, exclusive buyout, reverse customization, and so on.

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< p > in fact, in the era of electricity supplier, the relationship between Gome and appliance giant has become more in-depth.

In early February 2014, GREE electric [3.64% Fund Research Report] Dong Mingzhu, chairman and President, visited Gome.

After 1 weeks, Gome core management team and general manager of the National Branch visited GREE electric headquarters.

"At present, both companies are learning from each other, and in addition to their headquarters level, there has been a comprehensive docking between the various branches of the specific trading companies."

Huang Xiangping, vice president of Gome online marketing, revealed that GREE and Gome signed a breakthrough of 8 billion yuan.

We used to lack the integration of online and offline resources. In the future, we will do our best to cooperate with GREE and make use of our advantages to buy out the underwriting.

In addition, this deep strategic cooperation also includes GREE's customized air conditioning for Gome sales, based on Gome's research on consumers.

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< p > it is revealed that in the future, the cooperation mode between Gome online and home appliance manufacturers will be very diverse. Deep cooperation includes the reverse customization mode based on big data, that is, Gome online will provide big data information to manufacturers, integrate manufacturer data, and propose in-depth product customization to manufacturers, so that products can get rid of the problem that consumers in the household appliance industry spend 80% of their time on 20% functions.

At the beginning of this year, Gome online and another appliance giant Haier signed an underwriting cooperation of up to 3 billion yuan, which involved Haier products, which were benchmarked, customized products based on the individual needs of consumers.

At present, after more than 3 months of integration, the cooperation between the two sides has entered a more in-depth stage.

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< p > < --EndFragment-- > "we know the needs of consumers on the front line, know what specifications, functional products and acceptable prices they are inclined to choose, and then, in turn, undertake global sourcing based on this price, looking for cost-effective raw materials, and R & D and design and production."

Wang Junzhou said, "in fact, market prices are not made by manufacturers and retailers, but ultimately by consumers.

To understand this, retailers must increase profits and control procurement costs if they want to expand profits. This is also the logic behind the extension of Gome to the industrial chain.

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< p > obviously, customized products based on big data analysis have become one of the trend products of the whole big electronic business platform.

Gome online's more important competitive power lies in how to implement the five major strategies based on user experience, supply chain, logistics, mobile Internet and layout O2O. For example, in logistics, one of the killers of Gome's online regional war launched in March is to launch large appliances in Beijing area "one day, three delivery". The future mode will be further promoted in cities such as Shenzhen and Shanghai.

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< p > "no matter how big the scale is, 100 billion or 1 trillion, living is the absolute principle."

This is Mou Guixian's survival logic.

He admitted that he had experienced many rounds of front and back role changes in his career over the past decade.

The biggest difference is the perception of details.

"The front desk needs not only to fully study the development trend of the market and industry, but also to observe and grasp the process of consumption and the perception of consumption, as well as grasp and judge the development direction and key links of the company, and maintain a high degree of sensitivity to the details of team operation."

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The battle of "P" is one of the most difficult times since its birth in 1987.

In fact, as early as 2005, Gome began to test the business of electric business, and bought the coomba network in 2010 to carry out the development strategy of "double brand + double mode".

By the end of 2012, Gome's electricity supplier's integration banner was officially opened, and the data link and integration of KMB network and Gome online shopping mall were carried out. From then on, the "dual system + dual brand" turned into "single system + double brand", and was unified as Gome online. This also meant the official start of Gome's strategy of "de electricity".

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However, at this time, the competitive environment that Guo Mei faced was not only the oligopoly era of the United States (Guo Mei) and su (Suning). In the era of heavy rain and depression, the electricity supplier enterprise had a strong impact on the traditional retail industry, and even the global appliance chain, the best seller, and the best buy. The pformation of the United States and the United States is imminent.

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Since P took office in May 2013, Mou Guixian's main task in charge of Gome is to integrate supply chain.

For example, he said, in the upstream, suppliers are most afraid of two things, the first is no order, second is the order is not given money, so Gome online raised from the financial, to partner certainty, orders how much less, when to settle accounts on when to settle accounts.

Although in the short run, Gome will suffer losses, but it will form a virtuous circle in the long run.

In the downstream, Gome online identified 60 key user experience nodes and improved them one by one.

"What we lack most at present is" a href= "http://www.91se91.com/news/index_c.asp" Product Manager /a ", that is, we can design a perfect product interaction page and further simplify the trading process.

Because those users can not see the background of the operating capacity of the background, is the survival of an e-commerce site.

An insider from GOME said.

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< p > this year, Gome has established the development strategy of "all channel retailers", which is different from Suning's comprehensive pformation of O2O and the online and offline pricing strategy. Gome adopts the O2M strategy, that is, offline (offline shop) +online (online business) +mo-bile (mobile terminal) channel operation mode.

However, Gome is not limited to its own offline stores and e-commerce platforms, but will also cooperate with external companies.

In terms of deepening O2O, Gome adopted internal and external cooperation.

From inside, Gome's cable stores close to 1600 stores need to open up five links: products and supply chain get through, logistics get through, members get through, information and traffic get through, payment and capital get through.

In terms of external O2O, it is working with several large enterprises to carry out O2O layout.

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< p > for example, under the < a href= "http://www.91se91.com/news/index_c.asp" > offline channel < /a >, besides GOME stores, Gome will also cooperate with department stores and local chain stores.

Over the past two years, sales of household appliances in supermarkets and department stores have been declining, providing possibilities for cooperation with Gome.

At present, Gome has made similar cooperation with a department store in Zhejiang, Guangzhou and Wuhan.

Online channels, in addition to Gome online self business, Gome online platform business, will gradually strengthen cooperation with other platform based e-commerce providers in the future.

Prior to this, Gome online settled in Tmall and Dangdang.

"In the future, we must not exclude cooperation with other multi category websites for electrical appliances."

Mou Guixian revealed.

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< p > obviously, Gome online accelerated the layout.

However, for its future, the competition of the electricity business circle will undoubtedly become increasingly serious, especially in the era of Internet oligopoly.

"At present, the biggest challenges we face are mainly three points: first, how to complete the jump action after the take-off is completed; two, how to meet the mobile Internet, although our current mobile orders have accounted for more than 20%, but we hope to focus on this year, and fully link the line, the PC end and the mobile terminal to form a trinity of the pattern of consumers, and three is to achieve the goal of the king of home appliances.

Mou Guixian said.

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