The Top Students In The Epidemic: What Did VERO MODA, Europe, YOUNGOR And Other Enterprises Do?

A pneumonia epidemic has brought an unprecedented "super class" assessment to the national retail entities. In the past two months, many retail practitioners are faced with the following "delivering proposition":

What's the way to stop the store altogether? Since February, nearly 95% of the chain stores have closed down, and sales are not enough to pay rent. In March, they resumed their work in succession, but their turnover was only 30%~40%. In February, the rent free policy of commercial real estate could barely survive. In March, the rent was gone, and the income had not recovered, and the loss would only be more serious.

How to deal with customers completely "lost contact"? Most of the offline brands are accustomed to the "wait for a rabbit" business. In the face of epidemic situation, there is no channel to contact customers, so we can only wait for death. Even if we cram for a while, we can't afford to build WeChat group.

What can we do if we can't get enough customers to perform on the shopping guide line? How can we do it without enough execution? How do we do it in the busy room?

There are also many "top students" who surrendered excellent homework. In March 13th, the "CCFA fashion retail online private trade association" organized by China chain store association was convened as scheduled. From the VERO MODA parent company, hkei group, YOUNGOR, AOKANG, Yiwen group and other 12 large fashion brands, the first-line executives participated in the exchange, and discussed the operation situation and coping experience during the epidemic.

　　 4 action points of brand top student

Through this discussion, we found that those enterprises that did not mess up and operate effectively in the epidemic situation had the following 4 action points worth learning.

(1) prepare for the rainy day and improve the business infrastructure, including online platforms, online membership and community marketing.

As early as a few years ago, Yiwen group launched a "collection of Intelligent Manufacturing" platform and "explosive market" platform. It collects high-quality factories and collects small and medium-sized sellers to purchase, so as to reduce production costs and ultimately reduce terminal prices. During the epidemic season, the explosive market was welcomed by consumers with "big quality and factory price", and the online platform ushered in the outbreak of orders.

The AOKANG shoe industry went online on AOKANG mall in 2017 and got through the whole channel. On the eve of the Spring Festival, AOKANG also went online on the ole platform, locating inventory through social marketing, and draining through new models. After the outbreak, AOKANG group rapidly upgraded AOKANG mall, trained staff through nail groups, and realized online resumption. The rebuilt AOKANG mall has made every shop assistant a "mobile store" and has produced good results through the mask product drainage for the mall.

After the outbreak, these infrastructures can become an important buffer for enterprises.

(two) the whole line should be online, regardless of business departments or functional departments.

After the outbreak, VERO MODA not only made the whole shopping guide online, but also made training departments, display departments and other departments fully online. For example, how to turn offline display departments into online and online display departments? In the past one and a half months, all the pictures produced by the group, and many UGC contents, far exceeded all the volume produced by Tmall and Taobao in 2019. In February, VERO MODA has rushed to WeChat mall shoes and clothing category GMV first.

YOUNGOR, the main business group, has never taken the online channel as the center of gravity. After the outbreak, YOUNGOR began to try small program + WeChat group + live mode operation, initially clear inventory, and then began to try new product sales in spring, the first live broadcast sales exceeded 5 million.

Domestic large chain home brands will naturally wake up smart home. After the outbreak, there will be praise as the main battleground, and the store's "2311" full distribution model will be set up: each store has 2 shop assistants, 30 distributors, and 100 WeChat groups. Each shop assistant can conclude 100 transactions online and offline every day. Up to now, there are praise channels to contribute 25%~30% performance to the company every day.

(three) adjust the organizational structure and carry out operational assessment based on the group.

In a special period, efficiency is life, and many enterprises are forced to change their lengthy organizational structure, reorganize quickly, and carry out operational assessment by group. The rank of the shop assistant, the manager, the district and the District, will seriously affect the efficiency of transformation. As a result, many enterprises began to discard the hierarchical system and achieve flat management. Everyone is the unit of profit generation and performance, including the boss.

(four) from "seeking increment" to "preserving quantity".

When increments are hard to come by, most enterprises turn to "save quantity". How to transfer existing members and customers to online, do fine operation, analyze their consumption behavior, consumption concept, shopping preferences, do well in deep operation, improve purchase conversion, and raise passenger unit price, have become the focus of operation of many enterprises during the epidemic period.

　　 50 million, behind the order, these 6 things are very important.

At this exchange meeting, the China Chain Store Association also invited the famous founder, the white crow, to share with him. The white crow introduced the praise as a business service company, which mainly provided a systematic solution to merchants, including a full channel marketing solution, such as open shop, store cashier, store member management, store financial management and so on. In addition, some praise can help traditional retailers and brands to open up platforms such as WeChat, fast and unfamiliar street, and achieve multi channel live broadcast and sales closed loop.

During the epidemic period, about one hundred thousand businesses, such as Wangfujing department store, TCL, YOUNGOR, Liang pin shop, seabed, etc., were helped to achieve quick resumption and resumption of production. The total sales volume since February has exceeded 50 million.

(1) 3 successful ways to play during the epidemic season: full distribution, user fission, live broadcast with goods.

Total staff distribution should be avoided at too many levels. First, there are legal risks. Secondly, too many levels will lead to unlimited development of employees and neglect their efforts. In addition, distribution must realize process supervision through the system, stare at the process and stare at data, so as to formulate marketing strategy. When choosing the distribution system, we should also pay attention to ensure the system's real-time accounting capacity, system stability and capital security.

One of the most typical methods of user fission is "colligate single plus group", and many brands have made their own "special sale" by praises, and for example, "10 pieces". One point five "Clearing", clearing inventory quickly, and finally getting more revenue than vip.com, is not restricted, the loan period is not so long.

Live broadcast of goods is also a complete outbreak of this epidemic mode. Zan has provided multi-channel live business solutions, including live broadcast live applet, WeChat live broadcast module, quick live broadcast and so on.

(2) pay attention to the value of "human". "Human" is the most important thing in the future retail enterprises.

Goods are the foundation of retail enterprises, and the field is the embodiment of short-term performance. In real long term evaluation of the valuation and value of a retail enterprise, the core depends on how many people you trust in your brand. From the content to the back to the end of the organization production capacity, all around the "people" to carry out, understand "human" is more important.

The value of a single customer is the most important pursuit for us in the future. The traffic of the traffic platform will only circulate in the platform, and the acquisition cost will be higher and higher. The pursuit of growth in businesses can no longer pursue absolute growth in the number of fans. Instead, it should focus on whether every new fan can be transformed into a consumer, whether it can be purchased again, whether it can buy more products or even make recommendations for you, which is the logic of the single customer economy.

(3) retailers will not only sell goods, but also strengthen the capacity of content production.

When you have a shoe, when you have a dress, when you have a mattress, what kind of content presentation you use, through the way of new media to show your quasi users, has become a very important ability. The content is 1, and the marketing channel is 0. If there is no 1, the latter 0 will be useless.

(4) enterprises should set up a command center at headquarters to quickly and iteratively organize the whole organization to assess nodes.

This is a team ability that is easily overlooked. For example, everyone is working as a distributor. They all want the front-line salesmen to do distribution. If there is no good team at headquarters, the picture and text of the circle of friends that the shop assistant wants to send will be written well, and even the format will be well regulated. Most people will not know how to send it, and the others will not be interested. Headquarters needs complete content guidance, so as to ensure that every employee is able to standardize actions. Headquarters needs to monitor background data and process data in real time.

(5) let the "information department" be responsible for informatization rather than "technology department".

Most businesses cannot do online business because they do not distinguish between "technology department" and "information department". If the Department responsible for information technology is "technology department", it will take a lot of cost to establish a distribution system, trading system, and integrate all systems. This is very difficult. The ability to do an electric business system is more than 10 times that of a set of offline management capabilities.

Once the Department responsible for information is "information department", it will be more successful. Because the Ministry of information is only planning, the implementation of technology can find more suppliers to work together to find solutions to solve your problems.

(6) to do private sector traffic should be an empowering distributor, so that they can cooperate but not oppose.

Many brands do online business, there is a big problem: how to deal with dealers? Agents will rebel? If the new online sale, agents must be very unhappy, how do agents cooperate to do online business?

It is totally different from Tmall and Jingdong to do private domain traffic through social network. It is not a new channel, but a new capability. It is suggested that you can assign this capability to your distributors and agents, or even direct them to do it.

For example, when making Tmall, many people will find distributors or operate on behalf of carriers. Do not do this in social privacy. You can get orders online and assign orders to agents. You can tell the agent: you order from me, the headquarters not only gives you goods, but also gives you orders online, but the online order for you will have to collect service charge again. In a successful enterprise, the distributor is willing to pay a service charge again, because this is the order obtained by the headquarters. So dealers and headquarters will work together to do this.

The homework of the top students will be shared here. The epidemic did not give any company a chance to take a breath. What we can do is "learn to fight in war, learn to swim in swimming", and accumulate the ability and experience accumulated in the epidemic, and become the most valuable asset of the enterprise. Online business capability is definitely not a life-saving straw at any moment, but a survival demand for any enterprise. Only by grinding this ability to the extreme can we forge the most risk resistant brands and enterprises.