New Retail Disrupts "A Pool Of Spring Water" Clothing Industry Electricity Supplier What Changes?

In 1994, Internet access to China has been developing for 24 years. The Amazon Co of the United States began to engage in e-commerce in 1995.

In 1999, China's first e-business C2C platform was Wang Juntao's 8848. After three months, it was Shao Yibo's eBay. After a month, it was Ma Yun's Alibaba, and Taobao, which also belonged to C2C, was born in 2003.

As the first clothing industry to enter the electricity supplier, in the process of growing up with the growth of the electricity supplier industry, compared with the industry situation fifteen years ago, now is another scene.

With the development of the traditional clothing enterprise's electricity supplier, what changes have taken place in the electricity supplier over the past decade?

At the beginning of the sale, the purpose is to clean up the stock.

It is believed that when Taobao has just begun to enter the public view, the voice you often hear is that things on the Internet can't be bought, they are all fake goods, and so on.

In fact, the main purpose of enterprises selling online is mainly to clean up inventory.

It is to sell goods that cannot be dealt with by entities, and sell them online at a price lower than the market price.

Even today, we still see a lot of clothing business operators are still using this move, that is, the goods sold on the physical store, after a while, there will be a lot of the same money on the Internet.

Differentiated sales online and offline

Traditional clothing companies find online profits, not only can clean up inventory, but also new products.

But if new products are released online and online, they will find that online prices are much lower than those of physical stores.

There is no doubt that this is not a good momentum for physical stores.

How to do that? Do differentiated sales, special contributions on the outgoing line and special contributions from the store.

Not a few

Enterprises also use this set of ways to earn a pot full of money.

Set up sub brands for online products

Online and offline styles are different, but how to say it is the same brand.

Why do you sell so much in physical stores? In the long run, the end result is that consumers feel that your brand can only sell online prices, lowering the price range of the brand.

In this case, clothing companies are forced to brand another product online.

So now we often see that all kinds of clothing brands belong to several major clothing brands.

Offline drainage under the line

After many other sub brands, clothing companies find that their online brands sell quickly, but the main brand of the store is still affected.

Some garment enterprises have realized that online and offline are virtually impossible to separate.

So we can also see that the price of some clothing brands is not much different from that of physical stores. Besides the online shopping festival, there are usually no promotions.

At this stage, the traditional clothing enterprises understand that the main function of the line is the display of clothing, which implies the brand price range to consumers and draining the line.

So when consumers try to go to the store, they already know it.

The approximate price.

So the probability of pactions in the physical store also increased.

Ushered in new retail, online and offline integration

The key point of integrating online and offline is that two businesses share the same data without difference.

In the same data service system, the intelligent matching of people, goods and fields is carried out based on the geographical location of customers.

In this way, whether consumers place orders online or in physical stores, the final outcome is the same, the same goods, the same price and the nearest service.

The closest example to us is UNIQLO. We can see the location of the nearest store on the product details page of the flagship store of UNIQLO.

New retail disrupted the electricity supplier

The "pool of spring water" has also brought about disruptive changes in this era.

If we still operate with traditional status or early business thinking, we will be very tired and have little effect.

What we need to do is to keep pace with the rhythm of this era and grasp every opportunity to innovate so as not to be eliminated by this rapidly developing era.