Electricity Supplier O2O: To Do Or Not To Do? How To Do It?

Since 2010, almost all

Are constantly asking whether electricity providers should be vigorously developed and how to develop? The difficulty of the previous issue is how to balance the online and offline businesses.

The latter issue is nothing more than the unification of online and offline sales channels.

Generally speaking, the choice of medium and high end brands for the electricity supplier mode is relatively easy, that is, the electricity supplier is mostly clear inventory channel, and the choice of the popular brand is not so obvious.

A popular menswear brand in China is an earlier electric shock in the industry. It has set up a complete electric business department, and has an independent team from the commodity group to the sales channel.

Companies treat electricity providers are also treated.

The implementation of order system ensures the strategic position of the electricity supplier.

At the same time, by liberalizing online distribution rights and developing online special contributions, part of the solution to the problem of channel conflict on line and online has been partially solved.

In this way, the nature of its electricity supplier has developed from the pure sewer 10 years ago to today's strategic focus. The mode of operation has shifted from the operation of the generation to the autonomous operation, and the performance has also been achieved from zero to over 500 million today.

The score of the answer is higher.

However, a popular women's clothing brand in China is very cautious. It has recently entered Tmall and intends to control its size.

In order to locate the electricity supplier, the brand launched a consumer survey.

The results show that consumers still think that clothes need to be tried out, even the popular price women's clothing is so.

It can be seen that deliberately shifting the focus of business to online is not in line with consumer behavior.

Since they are not willing to discount new lines and are unwilling to conflict with the prices on line, it is a conservative way to ensure steady development by carefully developing the electricity supplier and waiting for further changes in the industry.

Related links:

A high-end women's brand own factory in China is responsible for about 70% of the production tasks, mainly producing products with high quality requirements and brand characteristics.

With its own factory, on the one hand, it can facilitate the synergy of the production plan execution process, and make quick adjustments to the order of sudden change. On the other hand, the brand manufacturer builds a special flexible production line based on some of its own factories, and is responsible for quick response to the demand for chasing in the quarter.

However, at the same time, the operation of its own factories will bring a lot of initial investment and mid term operation and maintenance costs, which will bring pressure on the company's liquidity.

A popular clothing brand abroad has highly concentrated and integrated supplier echelons.

Orders for global revenue of 70% are contributed by 100 suppliers.

The brand has also formed a set of supplier management systems that meet their own needs, and suppliers have grown stronger by working with the brand.

The seemingly beautiful strategy brings some hidden risks: how can we ensure that suppliers will not be bully? How can we ensure that core suppliers do not outflow? To maintain the long-term stability of this model, business relations have already broken through the simple supply and demand relationship and developed into true partnership, mutual honor and disgrace.

In the current business environment, "survival of the fittest and mercenary" environment, it is not easy to create such a relationship.

The difference is that a popular clothing brand in China has many styles and demands for quick response, so suppliers are scattered and nearly half of the suppliers are small, giving the brand more selectivity and dominance in order allocation.

The advantages of small suppliers in planning flexibility can also support the implementation of quick tracking.

To sum up, centralized suppliers are for low cost and stable quality, while dispersed suppliers can bring more speed advantages and avoid the risk of eggs in a few baskets.