What Are The Internal Injuries Of Vip.Com Model?

"Vip.com, a website specializing in sale."

Vip.com has entered the life of more and more consumers through simple and concise advertising slogans. Before that, vip.com has long been known for its few Chinese Listed Companies in the US.

As a website specializing in brand tail goods, providing brand clothing, shoes, hats, bags and other goods to consumers with low discount and large discount, vip.com went public in 2012. It has maintained a good momentum so far that it has been passed on to the industry as a good example.

We must know that other competitors in the same period have already changed hands or failed. Vip.com's not optimistic service has continued to the present. It is indeed a great impact on market observers.

However, there will be worries behind the prosperity. Although vip.com has provided us with a very beautiful financial report, the problems that have emerged or are coming up in the course of its development still deserve our further consideration.

It is difficult to expand the category, whether the high profits can be maintained for a long time, and how the competitiveness of the existing resources will continue to be controlled at the same time when the mobile Internet is coming.

Vip.com is an excellent electric business enterprise. If we want to continue to advance vigorously, it is really necessary to see clearly the status quo.

The only product mode has been copied wildly, and the brand image has been assimilated.

As the same electricity supplier listed in the US, Dangdang has launched a distinctive "tail product fair" which will be more and more like vip.com. Dangdang has taken advantage of its original traffic advantages and strong storage and logistics resources in the sale of brand tail goods.

Similarly, Jingdong, as one of the big business tycoons, will not sit idly by.

Before that, Tmall brand group has also made a good contribution in this field.

The duplication of the mode is very easy for the electricity giants. The brand sale is no longer vip.com exclusive. More and more business enterprises will enter this field. Vip.com will face a lot of homogeneous competition. How to find new growth points in the convergence of e-commerce mode and how to play its own advantages in many electronic business platforms is a problem that vip.com urgently needs to solve.

The learning of the electricity supplier industry is mutual. When Tmall is involved in the brand sale, vip.com also smartens up the group buying. The only product line expands vip.com's business category and attracts consumers at different levels.

However, the expansion of business scope also means more investment in cost, and at the same time, it has become more and more obscure with vip.com's unique characteristics. It can not last too long simply by expanding the scope of operation. Blind expansion will bring a series of late effects.

Regardless of the two-sided expansion of the business scope, vip.com, as a sale website that starts with the sale of brand tail goods, seems to have better efforts in the sales channels and the quality of the goods. The enhancement of the brand's soft power is often based on hard power. Excellent suppliers, perfect sales processes, convenient payment methods, timely logistics system and satisfactory after-sales service are the cornerstones of the business enterprise.

When the traffic volume gets into the bottleneck stage, brand awareness needs further maintenance.

Since its inception in 2008, vip.com has rarely been seen in the public eye. Even before TV commercials, many people are very strange to vip.com.

It can be seen that vip.com's main e-commerce industry started earlier, and early traffic was gained through its own brand. With the rapid development of the electricity supplier industry, vip.com, who has always been low-key, has to invest additional costs in advertising and marketing.

Behind this move, it also shows that the original marketing method made it difficult for vip.com to guarantee its own traffic in the fierce competition. This is also the rise of vip.com's crisis awareness.

Of course, the fact that no dispute has been placed in front of vip.com, in the face of more resource competition of products, vip.com's existing product marketing mode can not continue, especially in the low price promotion of all kinds of characteristics, vip.com's mode is no longer fresh, under such circumstances, how to maintain the existing brand is a very need to solve the problem.

After all, with the maturity of everyone's consumption concept and the formation of some low price promotion festivals, the recognition granted by vip.com has been improved, but it has been eaten up by more other products. With the rise of vertical electricity providers, how vip.com continues to sell this form in the future is really very much expected, and of course, it also makes people feel that the road ahead is not very good.

We know that most of vip.com sells some second-line brands of tail cargo, expanding sales channels for second line brands, and earning profits for itself.

At present, the entry threshold of the e-commerce industry is getting lower and lower. Many brands set up their own online stores on the day, which means that the bargaining power of vip.com in the cooperation with the brand has been restricted to a certain extent.

And many brands, like vip.com and other similar platforms, have gained reputation or accumulated their reputation. They are also likely to go out to do business on their own. This is a new test for vip.com to maintain good customer relationship.

Just like Tmall has cultivated some Amoy brands, and these Amoy brands will come out in the later stage, it is also a big problem that how vip.com can use their resources to produce product groups in the most likely way to stay on their own platforms.

After all, if the hard-working brand is built on its own initiative, and still holding the so-called tail cargo, then the sale mode of vip.com is really a big irony.

As we all know, the timing of vip.com's production is quite right. At that time, the traditional enterprises in China, especially the clothing enterprises, had a surplus phenomenon in their capacity, so that many products needed to be promoted in the warehouse, while vip.com firmly seized the opportunity, and then occupied the market by taking the initiative of being first in the market.

This has certain advantages in the early stage of development, but in the long run, overcapacity is not necessarily a normal situation. No enterprise will easily sell its products in the form of promotional prices. When we adjust the marketing objectives, whether vip.com can continue to have unconditional support from manufacturers and obtain high-quality tail goods is really a very difficult problem.

Just imagine, if one day, the market is not rich in tail cargo resources, then what should vip.com do to sell it? Without the guarantee of sales resources, how can vip.com win the trust of the capital market? And vip.com's high profit margin is something that the industry knows, but as a tail cargo handling website, its sales scope is very limited, and most of the products it sells are brand crazy and unnecessary inventory expansion and inventory management out of control, resulting in a serious backlog of stock. Conventional processing is very low discount, which has contributed to the beautiful performance of vip.com today. But can this situation last long? If one day there is no tail cargo, what form should the performance of vip.com be adopted?