Tmall Faces The Biggest Challenge Of B2C Transformation And Transformation

Here world clothing shoes The Xiaobian of the hat net is the biggest challenge for Tmall to enter the B2C deepwater area transformation.

2013 double 11 sales of 35 billion yuan that day, has made Tmall in the B2B2C platform in the first place, although Jingdong, Dangdang and 1 shops are trying to expand the share of the open platform market, but want to catch up with Tmall sales in the short term is still difficult, but for Tmall, is it to a comfortable stage?

　 Struggle

As a B2C platform covering food, clothing, household and building materials, Tmall has expanded its user number and scale in recent years. The most rapid development in recent years is the most difficult time for vertical B2C business. However, after experiencing elimination and integration, it has ushered in a clear development idea.

Undoubtedly, this is vip.com, becoming the preferred platform for branding merchants to sell goods, while in the vertical field, jumei.com and Lok bee network are deepening the logo of the beauty business. Other B2C integrated electricity providers also began to shrink strategically after blind expansion. For example, shop No. 1 focuses on fresh food, Dangdang emphasizes books and clothing, and so on.

Looking back at the development course of Tmall, the most important thing is the "genuine product". However, B2C has developed into the present stage, and the genuine product has become the default standard. Tmall President Wang Yulei (flower name Qiao Feng) frankly said that in the past Tmall format growth process has indeed struggled: exactly what Tmall should do?

There are too many ways in front of Tmall: new products, tail cargo, sunken three or four line cities, big data, O2O, and constantly expanding categories. Although as a large comprehensive platform, Tmall can not easily cut off a part of the market in order to get market share and sales continuously, but development must be focused.

"We have an advantage in the field of B2C, but this is not absolute advantage, because no brand can use the only sales channel unless it can bring value to the brand." Qiao Feng said, "relying on new user growth is unlikely to become the mainstream mode of future electricity supplier, and how to let consumers buy more is the next research focus."

This is also the core of Tmall's strategic launch conference held in Hangzhou not long ago: the distinction between Tmall and Taobao is only B2C and C2C, but now it will be clearer. Tmall is "fashion", while Taobao is "omnipotent". Even Juhuasuan will be integrated with C2C to become part of the new product solution provided by branding.

Qiao Feng said frankly, 2014 is the most difficult year for Tmall transformation. The difficulty lies in whether the brand business can understand Tmall's strategy. Although the real natural growth in the three or four line cities, but this is Taobao's most important direction of subsidence, if Tmall is also on the same road forward will not have too much status.

"This year's position is forcing us to move forward. There are many challenges in 2014." Qiao Feng said.

　　 balance

"Fashion" seems to be a relatively empty concept, but it will face many trade-offs in practice. According to the plan of Qiao Feng, Tmall will increase the intensity of new products, and integrate with the brand from the supply chain, and even launch some joint funds only sold by Tmall. This part of the main consumer groups will be a second tier city.

When cats define the consumers of the first tier cities as the main consumers, the growth of new users will inevitably be restricted. Tmall must pursue new growth points by providing the products and services needed by the main consumers. But the consumption capacity of the three or four line cities verified by vip.com is also a market that can not be ignored. For Tmall, it has to balance between new products and prices.

Qiao Feng expressed the hope that although the three or four tier cities grew very fast, the second tier cities had to maintain a certain proportion. If these consumers were to have a high turnover rate, they would not have to worry about the development of the three or four tier cities, because the B2C will eventually solve the "shopping malls problem" of the three or four tier cities, and the popularity of fashion is a matter of time sooner or later.

From genuine products to new products, can branding be acceptable? Qiao Feng keeps a more optimistic attitude. At least, Tmall changes its swaying attitude and conveys clear information. Although it used to ignore the brand in order to make trading volume, it has been willing to grow with the brand this year, and even help the brand to spread.

In terms of brand selection, although Tmall will not deliberately cut down the brand, resources will be biased towards influential brands and reduce cooperation with brands who only value sales and ignore brand value.

However, Tmall will also insist on the promotion of the important means of retailing, but this year only plans to do two times, one is the promotion in June, and the other is the traditional project double 11. But in spring, summer, autumn and winter, Qiao Feng explicitly requested that brand new products should be launched. "I see if Tmall has no consumers."

In the past Tmall, the brand inventory and clearance products were more, and also contributed to the larger interests. Does the new product mean that this part should be abandoned? Qiao Feng gives the negative answer. He still hopes to solve the inventory problem by the Internet for traditional enterprises, but it needs to be defined in the brand. For example, Juhuasuan has already got through with Tmall, although it will try to "new product aggregation", but it will also assume the role of digestion inventory.

According to Qiao Feng, the proportion of new products sold by Tmall's brands and channel suppliers has reached about 30%. Based on the label of "brand fashion", Tmall hopes that the sales proportion of new products can reach at least 50%. The core index of the 2015 fiscal year group's assessment of Tmall is Tmall's consumer share and the brand influence in the main second tier cities.

　 data

The whole Ali group is emphasizing data and cloud computing, and Tmall will not be an exception.

Qiao Feng believes that Tmall has accumulated so many years of data, not only can understand the consumption trend to provide brands, and even through the analysis of consumer demand to launch corresponding commodities, that is, Tmall from the back-end sales to the front part of production, design and other links, although for the supply chain, this is a process of accumulation, but Tmall's direction here.

The core of this direction is fashion Retail, Qiao Feng, taking Shanghai Art Department K11 as an example, says that traditional brands will be overturned by electric providers, but it turns out that the brand positioning of K11 attracts a lot of young people's attention. Why can a mall be able to combine these brands to do online?

"I think online is another kind of retail format and way, which includes how to manage goods and shopping malls. As long as consumers have needs, Tmall can provide it, but this year we have to do it and go to the source to do it. We won't get K11's brand." Qiao Feng said, "as long as the difference is optimized, the price is not comparable."

In addition to helping brands decide new trends and jointly making customized brands, Tmall also plans to realize its value through membership.

Qiao Feng said that consumers are willing to buy more products in a certain brand, that is, the maximum value of members. This year, Tmall will open up data on membership value, and make special customization services to these users with brands, such as offering discounts that only members can see.

In addition, Tmall plans to help brands get through online and offline. Although the concept of O2O is very hot, Qiao Feng is more inclined to think about the operation of O2O technology products, such as the cooperation mode of brand building at the retail level: to open up inventory, unify the price, and sweep the two-dimensional code under the line, so that the Internet can be purchased and the Internet can be shipped.

In addition to positioning fashion and providing member services, Tmall also makes strategic positioning in vertical, wireless and service layering, which are often related to data. For example, Tmall client side, with ALI group big data really do good user data mining, but these need Ali wireless team and brand business to carry out deep integration.

In terms of service stratification, Qiao Feng has always been thinking about whether he should distinguish services according to different contribution values. Because there are too many businesses and consumers can not form a unified understanding, this year Tmall will provide system standardization through data mining to help businesses provide different services to different consumers.

Qiao Feng pointed out that relying solely on demographic dividend and e-commerce has seen bottlenecks, attracting consumers in this area has attracted. But why the growth of e-commerce is slowing down because it only sees the growth of new users instead of the loss of old customers.

"If he doesn't feel good about leaving here, we have to think about how much we need to spend. product Please bring him back again. Instead of asking them to come back, why don't they do a little bit of service for the members who are still here? Maybe a small harvest will make a big harvest. Qiao Feng said that the Tmall team should go to the deepwater area of the reform. We should transform extensive growth to fine transformation and let consumers get better experience.