Mark Ed Faye Brings You To The E-Commerce Marketing Mode.

From a small store in 2008 to the brand of today's electric business, Mark Ed Faye gave us a good demonstration of how to use some electronic platforms skillfully in the past eight years.

1 from focus on men's clothing to multi brand operation: the change of e-business thinking

In 2008, Mark Ed Faye began to "touch the net" and set up a net sales department composed of 5 people.

At the very beginning, there was no difference between Mark Ed Faye's strategy and traditional clothing brand.

To enter a large retail platform, relying on other people's territory to do their own business.

However, compared with the traditional retail business, Mark Ed Faye changed his mind in 2012. It will separate the electronic business team from the company, operate independently, assume responsibility for profits and losses, and have independent accounting. It also has three major channels: direct distribution, distribution and special sales.

On line layout, Mark Ed Faye owns a flagship store, and seven distributors, supplemented by flagship stores and distributors, only allow distributors to represent one of their products.

In this way, if Mark Ed Faye is involved in the brand again, that means that we need to register new stores. The existing channel mode has no great advantage in this sense.

In terms of member management, Mark Ed Faye's online shop members share resources, and the members of several stores can effectively pform them, thus achieving further excavation of purchasing power.

The front end is independent of each other, and the mode of resource sharing at the back end, plus the advantage of the original electricity supplier, Mark Ed Faye is confident that the new business of 3 million members and many brands will be quickly opened up.

In the brand operation, Mark Ed Faye's original position is to rely on his men's clothing as a brand electric supplier. After just testing the water electricity supplier for two years, Mark Ed Faye occupied the third place of the men's clothing brand, but the bottleneck came with it.

If the single line is used for men's clothing, the larger the online proportion, the greater the impact on the line.

Because of the advantages of the original resources, design, supply chain, influence and other advantages, Mark Ed Faye quickly grafted women's clothes, shoes and children's clothes on the basis of the men's clothing brand.

In order to balance the online and offline, Mark Ed Faye implemented the differentiated marketing between the electricity supplier and the entity store.

Children's wear and shoes are specially designed for women's wear.

Differentiated marketing strategy makes the coincidence rate of online and offline only thirty percent, and the thirty percent most are offline inventory.

When JACK&JONES and other brand stores were closed, Mark Ed Faye still achieved a two digit growth in offline sales. In this sense, differentiated marketing really worked.

However, does this difference mean the difference in product quality? The director of the electricity supplier of mark Hua Fei responded: "online and offline are not of different quality, but at the same time develop A and B products. A online, B online, they are only models, designs, and production adjustments.

Because Mark Ed Faye online and offline brand sharing.

In fact, Mark Ed Faye has difficulties in implementing differentiated marketing.

If there is no difference between online and offline prices and the same price, it will not meet the consumer psychology of online shopping cheaper than physical stores.

With the launch of the "all channel" concept of Ali group,

The three way of membership communication is gradually implemented, and the future will be smaller and smaller.

2 amoeba Entrepreneurship: Reinvention of a Mark electricity supplier

In January this year, Mark Ed Faye electric business ushered in a special employee: she was not only the first employee recruited by the Mark Ed Faye electricity supplier ladies team, but also joined Mark Ed Faye as a business partner.

Inside the company, a business partner like her is called "Ba Chang".

All this stems from the amoeba management model Mark Ed Faye carried out in recent years.

Amiba management is the original management mode of San Sheng Sheng Fu, a Japanese business. Its essence is a quantitative empowerment management mode.

The organization is divided into small groups, through the independent accounting system directly linked to the market to operate, train managers with a sense of leadership, so that all staff involved in business management.

From the whole group to the branch office to every department, Mark Ed Faye carried out the operation of amoeba.

At the level of the group, departments are independent accounting, self financing and self distribution.

For example, in the electricity supplier company, CEO is a class "Ba Chang", and the heads of various departments are two level "Ba Chang".

Each two level "Ba Chang" is responsible for team building, personnel recruitment, cost accounting, project promotion and profit distribution of the whole business unit.

Under this mechanism, the company's institutional setup, workflow and performance appraisal have undergone tremendous changes.

In terms of institutional setup, mark Hua Fei does not divide the team by the level of the process flow, but according to men's clothing, women's wear, children's wear and footwear, the duplication of business modules, the establishment of business units, and each division as an independent profit center.

In this way, each department has the same sub departments as operation, commodity, market and so on. It seems that the duplication of construction mechanism follows the principle of "let the right people do the right thing", because familiarity with men's clothing does not mean familiarity with shoes.

And each team leader has different industry experience, or familiar with the platform, or familiar with clothing.

The head of the business department controls how to acquire resources, how to sell and how to lead the team at the front end of sales.

At the back end, the various departments jointly owned factories, design and supply chains, and each department formed a purchase and cooperation relationship with the design. The person in charge could choose the design that he thought better in the existing Mark Ed Faye design circle.

In the incentive mechanism, KPI performance appraisal greatly mobilizes the enthusiasm of the business backbone, and the twenty percent of the head of the Department is divided into profits. The incentive mechanism that the employees share twenty percent profits according to their contributions makes every employee very active, because for them, creating benefits for the company means winning their own interests. Meanwhile, mark Hua Fei adopts the principle of immediate encouragement and implements quarterly settlement.

Behind the incentive mechanism is the partner system pursued by Mark Ed Faye electric business. Mark Ed Faye defines the business operation as a new undertaking. For the company, entrepreneurship means sharing with employees' interests.

The empowerment of every department does not mean that Mark Ed Faye is totally throwing it away.

In the operation of the electricity supplier, Mark Ed Faye implemented process control, set the price discount ahead of time, listened to the business reports every month, and worked out the principle of reasonable employee separation, so as to supervise the work of various departments.

From the effect of amoeba management, the new increase in women's clothing business in half a month, online sales surged from 800 thousand to 3 million, to the current breakthrough 8 million.

3 branding, platform and Ecology: the three step of e-commerce strategy

Mark Ed Faye develops 4000 new SKU products every year, and there are more than 210 employees, and about 2000000 products are sent out every year, and online profits account for nearly 1/3 of the total profits.

But Mark Ed Faye's brand electric business is not enough to do business in other people's sites. Instead of being bigger and stronger, its own official website platform, independently adopting the B2C mode, faces great resistance. Capacity, resources and technology need great investment in all aspects.

The biggest problem is the acquisition of traffic. For Tmall and the only product, the acquisition of traffic is the cumulative contribution of each brand.

Therefore, if we want to build a platform, we must first solve the problem of traffic acquisition, and the single weakness of the brand is precisely that it can not contribute to big traffic.

This year, Mark Ed Faye brand electric business formally pformed into

Online retailers.

The first step on the platform is the expansion of Mark Ed Faye's dress, children's wear and shoes.

First expand their brand, then develop social brands, the future Mark Ed Faye may "a set of people, two signboards."

Mark Ed Faye's position is not that of online sellers. From hatching his Internet brand to product wide web promotion, what Mark Ed Faye wants to do is not simply to expand retail outlets, but to create online shopping and offline experience business models.

Mark Ed Faye's official said he hoped that the online scale would account for seventy or eighty of the future, while the line would be guided by product display, promotion, distribution, service and terminal display.

After realizing the socialization of the whole network operation and expanding the retail platform, Mark Ed Faye's third step development strategy is to create a nationwide access from the brand, the channel, the user to the production supply chain, and the whole network big data.

This goal means that the entire service, the entire related industry, and all upstream and downstream industrial chains will be integrated into a system.

Before the implementation of the third step strategy, Mark Ed Faye must first realize the development of platform.

With the injection of other brands, the size of Mark Ed Faye's original brand in the future will probably be much smaller than other brands of his agent.