Pathfinder: How Can Traditional Enterprises Establish "Strong Internet Relationship" With Customers?

< p > < strong > < a > href= > http://sjfzxm.com/news/index_c.asp > breaking the relationship between "/a" and "buying and selling", standing with users. < /strong > /p >

After the advent of the Internet age, I strongly feel that there is no way to closely connect with customers around traditional channels. Therefore, we want to go back to the need of outdoor sports and outdoor travel to have outdoor supplies. P

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< p > a great change in this is from the channel to the king, and to the user centered. This is the fundamental point.

In the past, the terminal was king. That era has passed. Actually, the user is king. What terminal does the user talk about? < /p >

< p > we used to wait and interact with customers at a certain node. Now we should take the initiative to focus on users and users.

Where are the users? Who are they? What are their behavioral characteristics? What activities do they participate in? What are their potential needs? < /p >

A p analysis reveals that activity itself is the real source, so we are going to extend it in this direction.

The difference between outdoor products and other clothing is that outdoor activities have a specific environment, there are certain risk factors, outdoor behavior needs guidance, guidance and even training.

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< p > January 2014, Pathfinder strategic investment Greenfield network, we hold 55.6% stake to achieve holding.

The green field network began to make outdoor communities in 1998, with the genes that guide users.

The reason why the Pathfinder controls the green field is his gene and viscosity.

For the Pathfinder, it is natural to extend to the Internet outdoor platform because of user centered.

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< p > < strong > find an interface and establish relationship with users < /strong > /p >

< p > there will be problems if traditional enterprises fail to change, because customers are shunted by various kinds of online retail or vertical organizations.

Another result of the mobile Internet, especially the extensive application of WeChat, is the user community: you become a member of a car club, or a member of a photography club. You may also be a respondent of a walking conference.

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After being p, you will be guided by a service organization.

For example, Tsinghua EMBA Outdoor Association, they set up a complete set of Pathfinder outdoor equipment for each member.

In this way, the supplier close to the community organization has actually been able to interception the customers halfway, and the future closure will be even more significant.

As a member, you don't need to buy other places. Some people do something about them.

Special customization requires a combination of products, cheap prices, and a name. This feeling is really good.

So these users are less and less likely to go to traditional stores.

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When p foresees this trend, I feel that I must have an interface that is strongly related to these customers, which is the green field.

This is the fundamental reason why Pathfinder should control the green field strategically: we need to have a stage.

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< p > people buy outdoor equipment mainly because they participate in outdoor sports. In the process, you should consider how to communicate with customers instead of staying at the level of "I produce, you buy".

The cleverest and most effective way is to help him achieve his dream by combining his customers' thoughts, instead of pushing him hard.

When a customer needs a service, he will be satisfied if you offer him services, but not knowing that demand is hard to plug is annoying.

So I need a more complete database, which can subdivide outdoor sports categories, including the number of people involved, personnel, age composition, occupational characteristics, etc., so that we can orientate in R & D design and directional supply.

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Less than P, this close communication enables us to grow with users.

It's the easiest way to get data through activities. The green field provides us with such access.

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< p > < strong > weak ties sell products, strong relations do service < /strong > < /p >

< p > what else can we do in the green field? Crowdsourcing design.

Here, the user is the expert, the user has the final say, the user can provide the ideal product design draft, or simply is a sample.

We have team feedback in real time and quickly turn users' ideas into products.

Once the product is sold well, the designer can get the corresponding return.

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< p > you may have a window at Taobao. No one will talk to you. In the green field, the old donkey is a professional and outdoor enthusiast. They are willing to take part in it.

We must have a large user base to push this pattern to work.

Our goal is to make the green field an outdoor activity, the first to serve the brand.

As long as you think of the outdoors, come to the green field, and you will find the best activity for you.

There are people, opinion leaders and leaders in the forum. There are various kinds of activities, such as partners, sharing and communication.

I think this group is very valuable, and the outdoor activities should be collectivism and the outdoor equipment service objects should be collectivism.

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< p > green field now has about 3000000 registered users and about 100000 daily visits.

When we get the average daily visits of the green field to more than a million, the big crowd effect will come out, and there will be lots of things to do.

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< p > we are doing CRM membership management system this year. This system is based on WeChat's customer relationship and provides all kinds of services to its members.

Once online and offline, resources are different: I know who the users are and what they are interested in.

For example, when the user likes diving, we will recommend some of the most competitive diving products to other users after he has booked a certain diving activity. If this person likes skiing, we can help him to select ski equipment, including those outside the Pathfinder, which can be recommended to him, or even offer discount tickets.

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< p > the activities recommended by the green field or equipment must be fair and objective. There is a special vertical electricity supplier to equip the equipment.

The green platform is not a marketing platform for Pathfinder, nor a product sales website. It is completely independent and provides a service platform for users to experience outdoor activities in depth.

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< p > I think the three elements of the success of the green field are: first, the outdoor outdoor community of the whole category; the two is the large number of professional leader or agency suppliers; three, the perfect paction protection and evaluation system.

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Under P > strong > shop, there will be another 300 "/strong > < /p >.

< p > in fact, under this framework, offline stores are even more important.

Online speed up, and about 50% of the sales from traditional shops, this business is still producing cash flow, healthy profit main business segment.

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< p > 2014, we will open 300 new stores, and the number of Pathfinder stores in the country will reach 1800-1900, but we must have quality stores.

Offline shopping experience can not be completely replaced by online shopping, because users need to touch products, try trial, perceive quality and communicate face-to-face.

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< p > users get more information in stores. These stores have also become an important publicity window for the green field.

When buying clothes, users can understand the activity information through the O2O screen in the shop, and easily complete the route selection or customization.

Offline shops may also become the starting point for outdoor activities.

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< p > now we have formed three complete strategic positioning: multi brand, green field outdoor activity service platform and vertical electricity supplier. This is a complete ecosystem.

The ecosystem is still in its investment stage. If it can be built successfully, the Pathfinder will develop smoothly in the next ten or twenty years.

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< p > I am a constant change person. Pathfinder is constantly breaking through and surpassing me yesterday.

As chairman, my main task now is to think about strategies and find the right CEO.

The more we tend to be calm, the more we dare to take the initiative to stir up a breakthrough.

Just like when you were making outdoor products, no one was looking good. Outdoor equipment was also imported. How did you feel about making a Chinese brand? In fact, you didn't have to worry about these questions. We did it, started from the tent, and then defeated one after another international and domestic brand to achieve the first six consecutive years of domestic sales.

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