La Natsu Bell'S Recent "Hot" And The "Cold" Of Traditional Clothing Industry

Although in recent years, many traditional clothing brands have opened up online channels to cope with the impact of the electricity supplier on traditional channels, La Natsu Bell has always been "let alone the wind and rain, and I am steadfast".

And the industry is talking about it.

At that time, no sound was heard from La Natsu Bell.

Until 2014, La Natsu Bell, who has been regarded as a "backward element", has been shocked by the unexpected performance of double 11 and double twelve.

Over the past two years, the fast fashion brands that have been favored seem to be on the decline. Many brands are cutting back on their shop plans.

According to news reports, in November last year, the limited amount of H&M issued by designer Isabel Marant was frozen for the first time in Beijing, and MANGO, the first to enter the Chinese market, came out frequently last year in Shanghai, Nanjing and other places. The clothing industry is facing the embarrassment of high opening and low walking.

On the contrary, La Natsu Bell's nationwide outlets are still expanding significantly in 2014, and their online layout is also abnormal.

In June 2014, La Natsu Bell launched a full channel strategy, met with Tmall executives from June 19th and made decisions. Only 40 days later, La Natsu Bell was on the line in July 29th on the condition of "no experience, no team, no system" and "three noes".

Trial operation.

In August 9th, the official flagship store of La Natsu Bell Tmall officially opened, which means that

With the attention and support of the group, La Natsu Bell's industry has pioneered a step in step into the business case of 2 of the electricity supplier and entering the era of O2O full channel era.

Three months later, he joined the battleground of double 11.

For the first time in double eleven, sales exceeded 25 million, and 311 stores in 25 provinces of China became the main shipping area, accounting for more than 70% of the total shipment, and the majority of shipments were completed in 36 hours.

Many customers were amazed at the same day and praised La Natsu Bell as "God's logistics" of rocket speed.

One month after the double 12, shop delivery accounted for 85%, 24 hours to complete the 90% order delivery, 48 hours to complete all the distribution.

The customer once again felt the speed of La Natsu Bell's "thunder man", and the shop evaluation was washed up by "too fast" and "amazing speed" again and again.

La Natsu Bell's "all speed" created by the whole channel has made the customer feel a different double eleven, and let people get a different understanding of the value of the whole channel.

La Natsu Bell, executive director and assistant director and senior executive vice president of Hu Gang, said: "the traditional commercial line is usually two systems or even two faces. This will seriously cut customer shopping experience and affect customer satisfaction.

The essence of La Natsu Bell's all channel strategy has two meanings: external is to achieve customer satisfaction, and internal is to achieve operational upgrading.

The electricity business itself will be very different from the traditional business. If it can be combined with the traditional business mode, I believe that it will shine stronger vitality, and can play the effect of 1 plus 1 more than 2.

The unique feature of La Natsu Bell's electricity supplier is that the electronic commerce department "does not stock up, does not sell, does not deliver". Relying on full interaction and integration with offline stores, it achieves customer satisfaction, operational upgrading and achieves undue return beyond expectations.