From Daphne To E-Commerce Business, See Channel Strategy Operation

The biggest role of channels is to sell goods, promotions and price cuts are commonly used means. But this method can not last too long, the price of products has a bottom line, so relying on this means, the brand of red explosion often has a short life cycle.

　 Daphne is beautiful 100 points, beautiful without discount.

In the domestic women's shoes market, Daphne, which has 100 beautiful points and beautiful discounts, has constantly refreshed its performance and once became the first brand of domestic women's shoes. However, in just a few years, the charm of Daphne is not discounted. The price is continuously discounted, and the speed of closing the store is even more alarming. There may be many reasons why Daphne brand encounters Waterloo, but Daphne's layout on Taobao platform is a great failure only in terms of channel strategy.

Indeed, if the draught is there, who will not catch it, it will be easy to be eliminated. Daphne, who has been in the market for many years, knows it naturally. The problem is that the draught is there, and there are few people who can really catch it. Daphne grabbed the electricity supplier's draught and tested Taobao. After the initial launch of Taobao, Daphne chose to hand over the electricity business to the agent's operation team. Then, with the continuous development of the electricity supplier, Daphne was stationed in Tmall.

At this time, Daphne officially switched to e-commerce business, built its own electricity supplier operation team, and formulated two electricity supplier strategies: a main attack platform for female community platform, a main push shoe product marketing, and development online dedicated contributions. However, Daphne has ignored the important point: for consumers, online shopping itself is for convenience and cheap, which is precisely Daphne did not do it.

There are no obvious differences between the 200 - 300 yuan mid - end pricing and many Taobao brands, and there are as many as thousands of stores under the line. From the whole marketing system of Daphne, the layout of the electricity supplier has become a chicken ribs. With the proliferation of similar brands and products, Daphne is facing a decline in performance data, and has not made enough effort from product innovation. The two is to blindly expand the exposure rate on the major online platforms and enter more emerging online shopping platforms.

　 Daphne ignores product innovation.

For Daphne, stationed in the electronic business platform to a certain extent alleviated the sales decline caused by the continuous view of the line, but it can not solve the problem of product innovation. Consumers' eye is becoming wider and wider. The channel advantage of the past has become a drag. Daphne did not see the key to the problem and made a wrong choice in channel strategy.

Until now, many brands have stubbornly believed that channel marketing is to earn money on Taobao, sky cats, Jingdong or WeChat public numbers. As a matter of fact, the characteristics of the channel are that the number of people walking is narrower, the number of competitors is more, and the sales are less. Channel dividends are slowly disappearing, and everything will return to the origin, which has to arouse our deep thinking.

In fact, for all brands, no matter which channel should be chosen as the main force, the correct posture is to invest in brand marketing by colleagues in channel marketing, cultivate their own user groups, establish brand image and tonality, and make brand power the key driving force for the development of enterprises.

At the same time, brand management should return to the most fundamental core: focus on product innovation iteration and community user operation, and promote brand development with product strength and channel power. Because under the dynamic changes of the two main bodies of the market and consumers, the channel dividends often disappear rapidly with the influx of mass homogenization products. Only by constantly innovating products and cultivating their loyal user groups can the brand gain lasting profits.

Only by making product strength and channel power become the vitality to drive the development of enterprises can we ensure that the brand competitiveness is always strong. The brand can not stand up in the blood and rain of the market competition, and then participate in the competition of the larger market.