Electricity Providers Compete For Clothing Circles To Meet Each Other

< p > > a href= "http://fz.sjfzxm.com/" > electricity supplier < /a > industry is not short of commercial war.

During festivals, people must have various festivals, and even festivals can produce holiday fuses.

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< p > vip.com is a quiet alternative.

Perhaps it is because of its lack of popularity, perhaps because the main attack belongs to the temporary blue ocean in the subdivision industry, perhaps because the boss is low-key.

Maybe all of them are.

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< p > Dangdang network has always been an active type, with a fixed base of annual electricity supplier war. Now the launch of "Dangdang tailing" is also a way of taking the lead.

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< p > after 4 years of low-key, the "clothing tail" brings new opportunities to the electricity supplier. It is even regarded as another explosive category after 3C, cosmetics and clothing. Vip.com suffered from large-scale encirclement and suppression of almost all electric business since 2013.

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< p > < strong > rivers and lakes have changed.

No one can stand alone.

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< p > strong > /strong and /p.

"P", which was born in 1999, has never been so fast and clear-cut into a particular industry.

From the five words "Dangdang tailing", it is easy to see its CEO Li Guoqing's straight character and confidence in winning the flag. "Dangdang 2013 clothing target of 4 billion 500 million yuan, Dangdang tail remittance is an important war, the sale of famous products must be less than 70 percent off! The whole clothing market of 400 billion yuan has great space. Dangdang should strive to make three of the top three clothing online shopping this year."

< p > before the electricity supplier war, they were used to "shouting, shouting and killing" while advertising their courage and enthusiasm.

In the face of Li Guoqing's "arrogant" propaganda, "vip.com is basically not like IT people", vip.com founder Shen Yahe Hong Xiaobo seems to be indifferent to it. Only the senior vice president Tang Yizhi responds to the media "no matter what it is" - vip.com will strengthen logistics facilities construction and technology investment in the future.

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< p > < strong > Li Guoqing stepped on a "squib", but he who knows the Internet can also "hello" himself.

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< p > as early as May 2013, the wind broke out on the Internet, and the "weipinhui.dangdang.com" appeared on the electronic business platform. For a while, the rumors that "Dangdang wanted to buy vip.com" were similar, and analysts wrote that "the two are quite complementary, if the joint will open up a huge market".

When the "experts" analyzed it almost, Li Guoqing came to the point lightly, "I am not with anyone."

But the eyeball was made early.

By May 7th, when the product was officially opened, the industry was in an uproar. Li Guoqing did not want to be with anyone but to cut the knife.

Sure enough, Li Guoqing raised a low price butcher knife, hand up the knife, unambiguous - < /p >

"P" on the opening day, Dangdang tailed Adidas, Lee and other big brands of clothing 70 percent off top.

After that, a 400 million yuan voucher was sent out, and the tail goods restocked 300 million yuan for the "price war" in June.

In addition to the regular promotion of "70 percent off" capping, the tailing exchange also carried out activities such as clothing sales of 199 yuan to 20 yuan from June 3, 2013 to June 9th.

According to some buyers, such a big discount, even in the "double eleven" or the Spring Festival electricity supplier war, did not appear.

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< p > perhaps Shen Ya and Hong Xiaobo two people have thought about making peace with others and avoiding their opponents' edge. After all, you can't burn your money all the time, but you can see that there are three fires in the 5 and June. When the status of rivers and lakes has been directly against vip.com, vip.com has begun to fight against it in July.

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< p > > strong > 7. 19 < a href= "http://fz.sjfzxm.com/" > Super < /a > sale Festival becomes the counterattack battle launched by vip.com official micro-blog.

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< p > this basically returned to the rhythm of commercial warfare familiar to netizens.

Homophonic "double Hui war" will be the atmosphere of the war day, rendering the dark clouds pressing the city to destroy - around the strategic deployment of this day, vip.com was knocked out of the advertising guarantee flow of 270 million yuan, retaliatory against a rapidly rising sale platform; Li Guoqing's battle is inevitable.

It was before the enemy had called the other party to stop coming out of the city, and he did not win the battle.

Dangdang goods exchange was immediately blown up and the supplier assembly number was stocked for 400 million yuan.

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< p > > no more than two days, there are careful users found that through Baidu, Sogou search "vip.com" keywords, "Dangdang tailing" search advertising links are impressively listed, it is clearly through Baidu, Sogou and other interception of vip.com advertising traffic, it is a real version of "grass boat arrows"! We can not help but feel that the electricity providers Li Guoqing's "operation" than the industrial origin Shen Ya, Hong Xiaobo proficient is not a little bit.

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< p > by July 17th, the "ultimate" sale of Dangdang tailing 70 percent off, which is 200 or 120, will be the first to start, 2 days ahead of the "7" 19 sale war! "/p >

< p > > Dangdang has repeatedly produced "surprise soldiers". Sales volume has soared since the launch in May, and overall sales of Dangdang clothing increased by more than 5 times in June.

By contrast, vip.com is too steady and too bullied. How can you just pick up your opponent's opponent and hold your breath? < /p >

< p > < strong > master only takes one move < /strong > < /p >.

< p > If anyone really thinks vip.com character "stay in the bud", it will lose.

More than 10 years of industry, cash rich enough for VC, Shen Ya and Hong Xiaobo, who are so stupid? The attitude of others is that they can't handle you with one hand.

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< p > < strong > what is the gate of life? In the final analysis, it is the source of supply.

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< p > 2008, the two founders drew on France's once popular Vente-privee.com website to make a limited time discount for famous products, often worrying about not having the regular licensing of the brand.

While domestic consumers are rather resistant to online shopping for more than 1000 yuan, vip.com sometimes has only a few orders a day.

Shen Hong two people also found that "what is the name brand in China? Many consumers in the two or three line cities often judge whether there is a store in the mall or not."

As a result, vip.com gradually shifted its vision from "first-rate luxury brand" to "two or three line fashion brand", which greatly opened up the market and source of goods.

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After P pformation, vip.com soon caught up with the good times.

After the second half of 2010, China's clothing industry (000902, stock bar) industry overstocking a large number of stocks.

Relevant data show that in the first three quarters of 2012, the clothing industry inventory amounted to 256 billion 900 million yuan.

It is said that if all garment enterprises in China stop production, only the stock will be sold for three years in the clothing market.

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< p > high storage pressure makes manufacturers need special clearance channel to separate the tail cargo from the new area of flagship store so as to avoid damage to the brand, and the vip.com mode just meets their needs.

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< p > cleaning up the tail cargo has even formed a channel circle.

For example, Guangzhou, the largest clothing and retail trading center in the country, has not been valued in e-commerce.

Vip.com sees this empty space and quickly connects with the major trading markets in Guangzhou.

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< p > the mode of cooperation between vip.com and branding is that vip.com gives a fixed schedule, and the brand carries goods to vip.com's warehouse. If it is not sold out within 5 days, the average brand can get 6 to 10 discount retail opportunities in 1 years.

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In order to make the sale special, vip.com has set up a special buyer team. At present, there are about 300 people, almost all of them are from the fashion industry, the retail industry and the garment industry, P.

First, buyers should screen the commodities that participate in the time limit sale activities, and communicate with the brands, and make certain guidance to the quantity, matching ratio and regional distribution price of the products. After buying the products, the buyers will also feedback the relevant sales data to the brand side as a sales reference.

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Less than P, vip.com's inventory digestion capacity is gradually proven to be more stable with suppliers.

By the end of 2012, vip.com had worked with 6000 brands, of which more than 800 brands were exclusive. It has become the largest brand seller in China.

None of them.

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< p > > so, it seems that the price tag is amazing, but many brands have signed an exclusive agreement with vip.com.

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It was only then that P saw the crowd. Suddenly, the careful people looked back at the smoke of June and searched for clues.

Sure enough, at that time, a source told micro-blog that vip.com asked suppliers to sign "exclusive sales agreement".

It is said that in this agreement, vip.com lists the list of electricity suppliers that prohibit suppliers from selling on their websites, and the products are on the "blacklist".

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< p > vip.com said, "the authenticity and falsehood on the Internet do not exclude the spoof of competitors".

However, both Shen Ya and Hong Xiaobo have said that because the rate of return is almost twice as fast as that of their competitors, vip.com is very sticky to suppliers. More than 50% of the traditional clothing inventory in Southern China is digested by vip.com.

Vip.com is already a strong supplier to suppliers.

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The strength of P is also reflected in the continuous improvement in the price reduction between vip.com and suppliers, and its gross profit margin has risen to 23.4%.

In contrast, Dangdang and its suppliers are very unstable in competition with Jingdong, suning.com and other B2C, and even once the price war and category expansion led to 13% gross profit and 17.2% in 2013.

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< p > strong > return to the war itself, who is more ruthless and "grass boat to borrow arrow"? Anyway, no one dares to belittle the energy of vip.com.

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< p > < strong > Dangdang narrow road < /strong > /p >

Li Guoqing has a sense of urgency in P.

Since the "bloody listing" of vip.com in March 23, 2012, it has been profitable for the two consecutive quarter, and its market value is currently 1 billion 830 million US dollars. Compared with that, Dangdang, founded 13 years ago, has experienced the impact of rapid expansion of Jingdong, the shuffle of B2C market, the reduction of main category to the adjustment of books, clothing, mother and baby home textile, friction with investors, and so on, and its market value is less than 1/3 of vip.com's.

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< p > Dangdang needs a new profit point. It needs to prove itself to the capital. It needs to get a share in the "small and beautiful" market which has been proved by vip.com. (the closing price of vip.com on the first day of the opening is only 5.5 dollars, and by July 2013 it will exceed 50 dollars).

Li Guoqing made no secret of his admiration: "when a few stupid black and thick electric providers were still pinching, vip.com came out."

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< p > < strong > but vip.com is not good at learning.

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< p > vip.com has successfully trained a large number of buyers with high loyalty through the mode of time sale.

Data show that from 2010 ~2012, the number of active users of vip.com jumped from 276 thousand to 4 million 110 thousand, and the revenue contributed by each active user increased from 118 US dollars in 2010 to US $168 in 2012.

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The support logic behind < p > is that vip.com's management of inventory is large and large -- large quantities of goods, large returns, quick stock conversion, and warehouses, on average, have to replace SKU (stock unit) every 5 days.

Customers can pay cash on delivery and do not need to bear freight when they return.

To deal with this dynamic data, we need to spend time debugging and correcting from building database to landing details.

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< p > but Dangdang is not an opportunity.

The speed of vip.com also needs support from suppliers.

Suppliers should first pull all the goods into vip.com's warehouse and pull them back after 5 days without selling them. This way of "forced warehousing" can guarantee vip.com's inventory free of pressure, and also ensure consumers' consumption experience in logistics and other aspects. But for suppliers, the whole process is very tedious and time-consuming.

"Freight is second, and the process of preparing, cleaning and classifying is going to take about a month. If the sales rate is low, it will be a great cost for suppliers."

Some people complain like this.

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< p > therefore, when the goods do not require suppliers to enter the warehouse, sellers can choose either to deliver their own products or to use the logistics services provided by Dangdang.

In addition, the proportion of sales commission charged by Dangdang to brand dealers is far lower than that of competitors, so it has attracted the attention of some brands.

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Vip.com, now aware of P, is also beginning to consider suppliers' feelings.

After the user has placed the order, the brand can be pulled to the nearest warehouse within a limited time, hoping to gradually change the situation that the former brand will bear a large amount of logistics cost.

However, the so-called "ship is difficult to turn around", the model is still only a pilot project, whether it can go through or after words.

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There is another barrier that P vip.com's two bosses take pride in: the buyer model mentioned above.

This is also a killer that can hardly be imitated.

Dangdang did not consider hard work at all, but took the platform mode combined with his own situation.

In Li Guoqing's view, clothing is a fast changing fashion trend. If you set up a buyer team and your team is not mature enough, there will be a backlog of risks.

Therefore, for Dangdang, the platform mode is more "lightsome" and more open.

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< p > vip.com and Dangdang dispute, in fact, has become two different models of competition.

Which is better or worse?

To be sure, after the baptism of "Shuanghui war", vip.com's first mover advantage is still obvious. When it comes to the final product market, it completes its debut, and the first camp of the tail cargo business has already taken shape.

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< p > < strong > left is king > /strong > /p >

< p > < strong > as the saying goes, tiger is also afraid of wolves.

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< p > vip.com is not only when Dangdang looks at this "fat meat" when it comes to writing a new myth of electricity supplier for "special sale" crowd.

For a time, Tmall has to set up a special sale platform for the brand, and everyone will launch a special sale event. The Jingdong will conspire to sell the Beijing products exchange.

In addition to the introduction of corresponding promotional strategies, many electricity providers have begun Shanzhai vip.com, or even at the corner.

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< p > in order to attract suppliers to enter, the means of later sale platform is quite direct and crude.

It is said that for vip.com's buckles, "last year's first line (brand) sign 25%, this year's 28% signing is pretty good". Dangdang's point of deduction is 12%, 1 mall is 6%, Juhuasuan's cost is 5.5%+3%, brand group's cost is 3 days 150 thousand yuan, Jingdong 12% plus 5000 yuan group buying cost.

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< p > vip.com can encounter eight ambush.

The time limit sale also changed from blue ocean to a red sea.

Can this pattern become a long-term profit model for many electric providers? How many odds are there in vip.com's melee? < /p >

< p > many analysts will focus on the tail cargo and the integrated B2C mode for inventory, platform and other aspects of the comparison, but in the final analysis, there are only two main points: first, the platform's stickiness to consumers; second, the stickiness of suppliers.

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< p > for most online shopping enthusiasts, there is no loyalty to the electronic business platform. "Wherever goods are good and cheap, they will go anywhere."

According to the report released by the company, vip.com's customer repeat purchase rate reached 80%.

This is related to vip.com's focus on commodity control.

Vip.com has revealed its attitude from page design and goods selection, such as making seasonal products in a special way, and many later producers are more likely to sell products.

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Li Guoqing can't resist the pulse of his opponent: "as long as vip.com persists in the road of deep ploughing in the vertical field and sticks to the fashion sale mode, it will still live in a small and beautiful way." P

On the contrary, if vip.com wants to expand to sell new products and sell the whole category, it will pay a heavy price.

If I were a vip.com, I would be willing to do a good job in clothing specials, and China's chances are still great.

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< p >, on the other hand, branding is not willing to see a lot of sales, causing bad impression to customers everywhere.

After experiencing the pain of stock surges in recent years, many garment enterprises have begun to increase their inventory management and strive to control inventory within a reasonable range, rather than blindly clearing goods.

It is foreseeable that many small sale platforms will be hard to get the support of suppliers, and can not maintain the next survival and expansion.

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< p > limited time sale may be like the trend of group buying at the beginning. After all the hustle and bustle of "hundred regiments war", all the heroes were scattered.

Only those who enter the first camp of the industry can enjoy the scale effect of the Internet. The leaders will enjoy bargaining power and save unit costs, and then plan the remaining ones as king.

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