How Can O2O Be Digitalized?

"No matter what kind of shopping channel the customer uses, the key is to choose Messi."

"Let the shopping experience be simple and thoughtful, the ultimate goal is to establish a deeper relationship with customers. More and more Messi customers use both online shopping and physical store shopping, and often buy more than planned."

In the era of mobile Internet, the brand should develop a dedicated member or loyalty program APP at the mobile terminal, enhance content design and interaction, and gain valuable consumer data while enhancing the consumer experience.

And technological development is providing excellent opportunities for this innovation. The mobile terminal interaction can make full use of iWatch, such as wearable devices, iBeacon and other near field communication technologies.

The brand can learn from Walgreens's innovative practice, develop its mobile terminal APP independently, and create an integral system that is closely related to the healthy lifestyle of consumers.

Consumers can set their daily health goals independently, such as fitness, healthy eating, smoking cessation, etc., so that they can achieve goals and get integral points, which is closely related to the life of consumers.

APP can be installed on various mobile terminals such as wearable devices, real-time recording integrals, consumers will associate APP with devices to get 250 points, attract users to gather, and form a channel to obtain massive consumer data.

When consumers publish health or brand related information on social media, they can get extra medals to help them browse the homepage, finish their plans, and finally repeat them to store consumption.

1, how to create a full channel? - consumer centered, integrating consumers into business planning and contact layout.

Although O2O has made linkage between brands and retailers, there are still different shopping experiences among consumers.

The biggest challenge to the pformation of the whole channel lies in how to blurred the boundaries between online and offline, and evolve into a complex of display, communication, paction and sending, so as to provide a complete brand experience.

To this end, we need to focus on consumers and integrate them into business planning and contact layout.

With the growing popularity and maturity of new media, the clothing industry should make full use of the new digital media such as social networking, content and search to develop business and contact layout, such as search optimization, POS upgrade, micro-blog star blogger effect, user recommendation, topic marketing, news event marketing, etc.

When designing innovation experience, brand and retailers should not start from changing habits, but from the perspective of consumers, they should give full consideration to their most natural state, and imagine that they can get information, change and buy process in different channels, close to demand on every channel and flat platform, and provide content and create convenience conveniently.

Messi stores in the United States understand the whole process of after-sale shopping from goods, and strive to meet the potential needs of consumers at every contact, making shopping experience simple and thoughtful.

In addition to online layout, physical stores can also integrate digital technology to upgrade experience and efficiency, to form links between online and offline channels, to further blurred the boundaries, and to provide consumers with a unified and unified shopping experience.

A large number of customers who collect the chain store brand of the United States are interested in self-service trial. Therefore, the integration of scientific and technological means provides convenient experience for consumers.

For example, the Sensa interactive screen can be used to recommend suitable perfume and skin care products to customers through simple question and answer forms. It is very popular for them to buy suitable Sensa perfume and skin care products.

Consumers can also accurately determine the type of skin color and match make-up through the "color intelligence quotient" machine, reduce the tedious trial and error process, and help consumers to select products that are suitable for skin color and attract them to stay in stores.

All kinds of digital contact layout are not only based on demand creation convenience, but if we can further exploit and analyze consumer needs, we can generate additional purchases by meeting potential needs.

Take Messi department store as an example, in the mobile terminal, using historical browsing data and geographic positioning technology to quickly match the deep needs of consumers, such as finding customers shopping at the store for a long time but not buying, immediately push the discount coupons to the mailbox or mobile terminal APP, and stimulate the purchase.

From the perspective of financial performance, Messi's Department's full channel retail strategy has yielded fruitful results, and its performance has steadily improved in the overall downward trend of the industry, compared with the other six major department stores in the United States.

2 how to build emotional connections? -- online marketing content, in real "social interaction" mode of communication.

The traditional online marketing content of clothing brand is monotonous and monotonous, and it is mostly limited to one-way propaganda.

Online content in the mobile Internet era should not be simply a bulletin board for news and promotion, but should be turned into a real social interaction way.

Topshop shares online experience with lifestyle elements such as fashion, music, makeup, photography, and so on. The beautiful page not only inherits a lively and rich brand culture, but also perfectly combines with marketing.

For example, on the social media homepage, new products show pictures, directly attached to the "buy full set", "viewing collocation" jump links, in the browsing to stimulate shopping inspiration, but also convenient for consumers to buy easily.

Topshop has also gained a lot of popularity through the successful combination of social media and offline interaction.

For example, holding trial wear and makeup experience, and inviting customers to publish "hope you are also in Topshop" postcard on Facebook, Instagram or Topshop mobile terminal APP, and get a lot of visits, commentaries, commentaries and online new customers through social media. Only 4 days of visits and commentaries have reached the normal number of years. Topshop Topshop has also become the most fashionable brand account on Instagram.

Fashion jewelry brand Tiffany, women's shoes brand Christian Louboutin even broke through the traditional "marketing" concept, its mobile terminal APP is not limited to commodity promotion, but mainly based on creative interaction, trying to establish closer life ties with consumers.

Tiffany's "looking for engagement ring" APP includes an accurate ring size. Users can easily browse the gem size, material and design story on the mobile terminal, enjoy the "try on" experience, and appreciate other jewelry recommendation matching with the ring.

Louboutin has launched a unique brand style mobile APP. Users can edit photos with brand design style through photo filter Louboutinize, and easily forward to other mainstream social media. They also develop the "Fifty degree naked color" APP inspired by popular movie names, and users can find the most suitable high heels with their colors through the "try on" experience.

In recent years, some domestic brands have begun to focus on online interaction, such as pushing exclusive deals, fashion trends and lifestyle information on the WeChat public account.

The online marketing of clothing industry can integrate into some vivid personality that accords with brand culture, truly provide valuable, satisfying emotional needs and value orientation, focus on the life of consumers, and extend brand experience beyond sales.

3 how to make use of scattered consumer data?

"Capability" as the basis for consumer insight and decision implementation.

The essence of dynamic change of clothing trend determines the necessity of dynamic analysis of industry demand.

In recent years, big data waves have become the new focus of the industry. Brands and retailers may expect big data to answer questions from daily operations to important decisions.

For example, which hot selling styles need to replenish shelves 2 failed to facilitate the purchase of the reasons why 2 target customers expect brands to provide what value 2, how to find answers from complex data, we think that the ability to control big data does not rely solely on data and models, key should be closely related to business insights and management change, and based on the following three aspects, the establishment of big data analysis model.

1) make sure that the demand is not focused too much on data collection. Instead, the data can be locked in the feature range according to the needs of the brand, avoiding excessive and redundant.

2) the pursuit of availability in order to enable data to sustain analysis and judgement in a long-term and sustainable way requires repeated regularization and improvement in practice to improve data accuracy, standardization and timeliness, and gradually establish an internal reliable database.

3) to ensure that the data processing is not excessive in pursuit of data analysis templates, but in different scenarios, the technical capabilities and business insights should be integrated and flexible.

There are a lot of data and information in the apparel industry. According to data acquisition difficulty and analysis tool maturity, it can be divided into the following four categories.

However, if we want to benefit from big data, brands and retailers need not be proficient in all kinds of data.

At present, only internal sales and customer relationship data are promising, which is worth fully exploiting and utilizing.

And other external data that may represent deep-seated needs remain to be explored in the long run.

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With the continuous development of analytical capabilities, the brand can explore and externally form a data alliance to obtain information about the consumer's new perspective and establish a more comprehensive analysis model.

In terms of big data analysis, various industries are still in the initial stage, and no outstanding brand enterprises have yet appeared. However, various enterprises have begun to increase the ability of technology input and data analysis, and use them flexibly.

The luxury brand Burberry offers different invitations for different needs of customers. For example, the new product preview will be invited to the VIP and the fashion trend sensitive customers. The final attendance rate will be as high as 70%, of which 50% of the customers have consumption activities, and the maximum personal consumption is nearly 100 thousand yuan on the same day. At the same time, we should pay attention to some white-collar customers who pursue quality of life, but not too expensive, and understand that they tend to buy cost-effective basic and classic models, and give short messages and email notices in the discount season.

Fast fashion brand Uniqlo also uses big data monitoring to support product pricing, and sales data collection is meticulous to every day, every color, every yard, and every shop, forming a huge database, and through real-time monitoring and analysis of production and product pricing adjustment, for example, last year sold 499 yuan.

Sales are high or even broken. This year, we can consider raising the selling price appropriately.

Although the mature mode of big data is far from being formed, the supporting role of big data and analytical technology in business strategy and precision marketing can not be ignored, requiring brand and retailers to plan in the long run.

4 how to manage members? Mobile terminals breakthrough innovation, and become the starting point for precision marketing and long-term brand building.

Providing a full channel shopping experience is not limited to products and services. The traditional membership system of shopping points is common and needs to be innovating.

Consumers can be rewarded on the basis of brand culture idea, lifestyle related action and interactive participation, from selling "products" to selling "emotional service" and deepening customer loyalty.

Today, technological force has driven the garment industry to enter the real "all channels", bringing the challenges of market changes and opening up new business opportunities for them.

Although the macro environment and industry trends are changing rapidly, business models need to be explored and polished. It is worth affirming that the core of the new digital retail era is the real consumer.

Looking forward to the future, taking the digital technology as the core, the apparel industry will provide consumers with a full range of close to demand and seamless penetration into life and integrate the ultimate experience. The brand and retailers will also benefit from it and embrace the loyal consumers who share their identity.