Ningbo'S Traditional Retailing Industry Must Solve The Problem Of Conflict Between Channels And Online Channels.

"The current O2O mode has been upgraded from 1 to 2, paying more attention to the scene experience."

In the just concluded Ningbo international clothing festival electricity supplier forum, the rebate network keynote speaker through the Decathlon case, the entity retail enters the O2O domain weapon.

From now on, Decathlon's online experience is not bad.

Data show that Decathlon Tmall flagship store within 3 months old customers repeat purchase rate can reach 40%.

Decathlon is a professional supermarket selling sporting goods, allowing customers to try products at will.

For example, there will be a roller skating court at the side of roller skating related products, a helmet and a full set of protective gear, and a climbing wall especially for outdoor extreme sports such as rock climbing products.

There are basketball courts and badminton courts outside every store. Customers can try them out. Decathlon will also organize regular competitions and activities so that consumers who are interested in sports can get advice from professionals.

With many years of accumulation, Decathlon has successfully accumulated a large number of loyal users.

When it develops the electricity supplier, some loyal users naturally change to online. While developing new customers, Decathlon also does not forget to "experience" the concept into the online sales mode.

For example, in Decathlon's Tmall flagship store, almost every product's baby details are attached to the video, through lots of pictures and animations.

Understand products more scientifically.

If the online shopping experience is enjoyable, it can even drain the line.

Most of the market is currently on the market.

Only unilateral success has been achieved, that is, drainage from line to line.

"For example, consumers can see a gourmet shop on the public comment and go back to the online payment after the offline experience.

But the widespread problem now is that the drainage from offline to online is not successful. This is also explained by the bottleneck encountered by SF.

He believes that there are two main reasons for this problem. First, many products are made online separately, and the production processes are not consistent with those under the line. Secondly, the pricing is different. The brands in the middle of the line are attached with various channel fees, and the price is relatively high, while online pricing is relatively cheap.

"Once online pricing is cheaper than offline, consumers will naturally rush to the line, which will not succeed in closing the loop."

It is speculated that shops that successfully drain from offline to online may start to break through from low price brands.

"If enterprises want to do a good job of line to line drainage, first of all, we need to solve the conflict between the two channels. What consumers are pursuing online is the diversity of products, rather than just staring at the price of products".

In addition, it is necessary to form an irreplaceable brand, so that when consumers buy goods, it is the brand that first comes to mind.