Rolled Growth And OOO Of Fashion Fashion

This year's double 11, the fashion sales volume of 520 million yuan has become the only one with two stores and billions of dollars.

Its JACK&JONES and ONLY two stores have over 100 million sales on that day.

Next year, the target of the fashions is that the sales of the 4 brands are all over 100 million.

The following is the full text of Zhang Yixing interactive:

In the past 2 years, we have been leading the international and domestic competitors from the business mode, IT system and execution strategy for at least 2 years.

In this case, I summed up as "rolling" growth.

The growth of all channels throughout the year is 70%+.

Whether it's Korean clothing house, Yin man and rash silk, the leading brand of women's clothing is the traditional UNIQLO, Zara, European time and peace bird. Our growth is very frightening.

This year's turnover (before returning) exceeds 3 billion yuan, far exceeding all competitors.

The advantage of the O2O mode is very obvious: from the point of view of goods turnover, it is stock sharing; from the Product Marketing, it is a rich choice to generate higher conversion rate; from the Digital Marketing, it is a great improvement in the conversion rate and ROI on the basis of customers.

Our digital marketing ROI is very high.

ROI ordinary merchants in 3~6, our level in the discount season is between 8~30.

Therefore, O2O is a comprehensive strategy and a unified strategy implementation.

New product priority strategy: since 2015, we spend a lot of advertising on new products.

This means that unlike most of the electricity suppliers, we are letting consumers see the most beautiful and attractive products in the season.

In the discount season, we made use of Ali's mother's advertising system to do a wide range of seasonally based Retargeting, so that customers who are interested in full price new products will return to stores to enjoy discounts, thus improving the potential pformation of potential customers and greatly improving ROI.

We basically followed in the past.

The overall growth is flat. This year, we are running a big win over Tmall in a larger base.

I am very satisfied with myself.

From the point of view of customers / consumers, the products, prices and even services provided by our electricity suppliers are getting better and better than the ground stores.

Therefore, we have introduced a completely new concept: CLVM, Customern Life Value Management, to completely replace the old concept of CRM.

It is impossible for traditional CRM to cover data collection, interaction and paction from potential customers.

CLVM considers the operation of customer life cycle from beginning to end, and the category is larger than CRM.

So CLVM is the digital axis of the entire company. It is the main axis of digitalization and big data evolution of the company. It is also the actual landing of DT strategy mentioned by Ma Yun in traditional enterprises.

Therefore, since July 1, 2015, the traditional e-commerce Department has upgraded to an e-commerce and digital platform department.

I am in charge of the total of these two departments, ECDP - E-commerce&Digital Platform.

The core of DP department is the complete link of digital marketing and pformation based on customer relationship.

DP is Backbone, the foundation.

There are two trees on it: one is EC and the other is Retail.

From O+O, O to O mode to OOO mode, that is Omni Online Offline.

My main energy in addition to the business mode of e-commerce, user experience, more is still on the DP.

Because DP is a platform for operation, marketing and IT, which has both software development and hardware integration problems, as well as practical integrated marketing, operation and sales problems.

DP now we have about 40 people in charge of advancing.

The overall size of the group (China) ECDP sector is less than 1000, 250 in Beijing office, 400 in Wuqing office, 200 in logistics warehousing.

Almost 100% of our business is done by ourselves, so there are a lot of creative people in our Beijing office. Web designers, fashion designers, stylists, photographers, reconstructive artists, almost half of our "operators" are creative people.

They are responsible for the digital content production and publishing of the entire group, so I often say these teams are Production House and Publishing House.

So fashion is the pioneer of digitalization in traditional enterprises, and the fashion and creative benchmarks in the electricity supplier department.

We now account for 2:1 in department stores and shopping centers.

Department stores will launch an amazing new model next year with top partners.

Our core progress this year is the industry leading projects such as da da and intelligent return, which were completed with rookie and Jingdong.

Danish Fashion fashion, BESTSELLER DENMARK and we have a common majority shareholder.

My BESTSELLER FGC is a separate, Danish sole seller.

Danish Fashion fashion for all 100% families, in Europe, the interest of the electricity supplier is very strong.

Zalando, the largest fashion dealer in Europe, is the second largest shareholder in Denmark, holding nearly 10% of its holdings.

ASOS, the European online fashion brand, the Danish bestseller family is also a major shareholder with a stake of 27%.

The Danish bestseller family also holds the UK's M and M direct mail (vip.com mode).

So the sales performance of BESTSELLER DENMARK is removed from the performance of China bestseller company. In recent years, I feel relatively stable.

The Danish family is still deeply involved in the whole fashion business.

It can be said that the two independent operation of Denmark and China's subsidiary companies, in retail and electricity providers in two aspects are very good.

The board of directors of a company is too low-key. It should be an old problem.