Question 2: How to transform and position traditional corporate brands?
Traditional brands often don't know much about e-commerce. Most of them regard it as an extension of offline channels, as a new sales channel, and what's more, they only regard it as a channel to clean up inventory. Actually, hugging.
There are basically no successful cases in enterprises with this kind of cognition. Because e-commerce is facing a brand-new crowd market, although online shopping consumers will have a certain understanding of the brand, they are actually newer, more fashionable and more
Pay attention to the online shopping experience, and at the same time, because of interconnection, it is more convenient to compare and choose related products, which requires traditional brands to brand-new positioning of online shopping consumers and build brand-new operating models and service models.
We can also see that domestic traditional brands operate the e-commerce department as a separate company, which often develops at a faster speed.
Second, commodity unification.
For traditional brands, the core question of commodity operation is: are online and offline commodities differentiated or extended offline? How to price the same goods as offline? In the early days of e-commerce business, we
It is suggested that offline goods can be sold directly on the Internet, including off-season goods for discount clearance, but at the same time, a small number of * * * models need to be developed online as experience models for online shopping consumers; At this stage, the new product
Online and offline pricing needs to be consistent, and other goods sold online can be discounted to facilitate the rapid accumulation of online users. However, in the middle of development, online and offline goods should be differentiated, and differentiated goods generally account for.
60-70%, otherwise it will be excessively interfered by the offline price system and the joining system, which is not conducive to rapid development; At this stage, for non-differentiated goods, unified pricing is needed to enhance the brand realism.
Third, self-built B2C.
Do you only do channel platform distribution or do you want to build your own B2C direct platform? This depends on the development goals of traditional brands for e-commerce. If you only consider selling goods, you can use Taobao, JD.COM, V+, Zhuo Yue,
Dangdang and other integrated shopping platforms are distributed to achieve sales. However, if we consider that there will be greater development in the future, it is an inevitable choice to build a self-built B2C direct selling platform. By operating the B2C direct selling platform, we will continuously accumulate our own users.
Large-scale implementation also makes it possible to separate the listing. We suggest that these two channel models need to be considered. In the early stage, channel platform distribution will be the mainstay, and in the middle and late stage, self-built B2C direct selling platform will be the mainstay. Bell's
E-commerce centers on the direct B2C platform, and also opens stores on various comprehensive shopping platforms, providing different product combinations and promotional activities according to different resources and user group characteristics.
Fourth, self-built distribution.
Our offline operation is a mode of bulk purchase and bulk delivery (franchisee system), and online operation is a mode of bulk purchase and single delivery (including single return). This is a traditional brand.
A brand-new subject. In the initial stage, we often choose distribution outsourcing, but we will find that the service quality of distribution can't be controlled. Therefore, in order to stabilize the service quality and improve the user experience, enterprises with a certain scale will consider whether to build their own distribution.
Send. However, from the perspective of investment, only when the order volume reaches 1 10,000/day can a reasonable cost balance be achieved. It may be necessary to strengthen the user experience in the early stage to quickly break through the bottleneck of 1 10,000/day. At this time, we can adopt.
The method adopted is to cooperate closely with the outsourcing distribution company, develop the distribution management system, track and feed back the whole distribution process, and do a good job of return visit and management of distribution in combination with the call center system.
Verb (abbreviation of verb) brand extension
The initial brand pertinence and influence of traditional brand enterprises are limited to offline, but with the rapid development of online business, consumers are becoming younger, more personalized and more fashionable. For these emerging consumers,
Generally speaking, the influence of traditional brands on them is limited to knowing the brand's style, cultural connotation and sense of value, which can not guide them to form online shopping and follow the crowd. Therefore, if traditional brand enterprises want to expand.
Online market is dominant, and brand extension is imperative. However, many traditional brands stick to their original positioning and explore the online market with their original brand positioning, which often gets half the result with half the effort. As for how to proceed
Brand extension can refer to the practices of many internationally renowned enterprises: with the different market environment and consumer cognition, brands are constantly redefined and evolved. Such as Lenovo, Li Ning, Coca Cola, etc. , and domestic comparison
It is often used to make an online secondary card, such as LOVO in Luolai, which can solve the problem in a short time, but it is difficult to succeed in practice.
Although traditional products ... >>
Question 3: "How to take the road of transformation and upgrading of traditional enterprises requires entrepreneurs or decision makers to have a clear idea first, and to clarify what they want, what their advantages and disadvantages are, and what they can do. In other words, enterprise transformation can only be realized if almost all important aspects such as company vision, development strategy, organizational structure, operation and management mode, human resources and corporate culture are matched with each other. Strategic transformation will inevitably lead to the reorganization of enterprise resources and the re-selection of competition paths, and risks are inevitable.
First of all, what is the strategy? As mintzberg said, there are hundreds of definitions of strategy, including positioning theory, planning theory and learning theory, but these definitions are all "the blind touch the elephant". When touching the tail, the strategy is the rope, and when touching the thigh, the strategy is the pillar. But I think one thing is common, that is, there will be many similarities in the implementation of the strategy. Enterprise transformation refers to the fundamental change in the essence and mode of important aspects of enterprises. The so-called important aspect is an important matter related to the survival, rise and fall of an enterprise. The so-called essential change is not just quantitative change, but qualitative change caused by quantitative change, or mutation without quantitative change. The so-called change in mode means a complete change in appearance and form. Personally, I think that strategic transformation is a transformation that only exists after the enterprise has stepped up. Only by aiming high can there be a strategic transformation.
Under the background of post-financial crisis, the business environment of enterprises has undergone unprecedented profound changes, and the source of competitive advantage is being planned and eroded step by step. Many enterprises have embarked on the road of strategic transformation in order to survive in an uncertain environment, become bigger and stronger, and seek sustainable growth. Introduce the competitive thinking and operation mode of world-class enterprises, establish a rapid strategic response mechanism, break through the inertia thinking, create new markets, surpass competitors and obtain brand-new profits!
Any enterprise's strategic transformation has two things to do:
First, the key to the development of the company's assets from 400 million to 40 billion is the change of management and control mode, what the group manages, how the group manages its subordinate enterprises, what the subordinate enterprises manage, and how the subordinate enterprises measure and track them;
Second, change the business model of the enterprise to continuously meet the needs of customers. In a word, if an enterprise wants to survive and develop, it must be problem-oriented and establish a model that meets the market demand.
Question 4: How do traditional enterprises transform? Simply put, it is to open an online shop to break the geographical pattern of traditional enterprises and expand more market space through the network form.
Question 5: How do traditional enterprises successfully transform? Now the traditional industry is really not as good as the Internet industry.
Question 6: How can traditional enterprises better transform? Traditional processing industry is inseparable from production and sales, and traditional retail industry is inseparable from supply, sales and storage. But today, with the development of e-commerce, these key links can be realized through information technology.
Question 7: How to solve the risks faced by the transformation of traditional enterprises? First, O2O online and offline at the same time.
The difficulty of online and offline synchronization of O2O lies in the docking of service and payment, and the management of members and labor. In the initial stage of the transformation from traditional enterprises to e-commerce, in order to avoid vicious price wars among peers and achieve balanced development between online and offline, it is necessary to comprehensively consider introducing differentiated products to balance conflicts.
Second, the era of big data is coming.
The development of the Internet has ushered in the era of big data, and the ability to analyze and make decisions on data also affects the development of enterprise transformation e-commerce.
Third, warehousing and logistics management.
Enterprises should establish a complete physical warehouse management system according to the situation of their own warehouses. Warehouses in traditional industries usually need more people and are prone to make mistakes, so it is particularly important to realize intelligent management. At the same time, it also reduces the labor required by enterprises and improves efficiency and accuracy.
Fourth, the comprehensive problem.
It is impossible for enterprises to suddenly expand the scale of e-commerce. During this period, various factors and conditions need to be considered. There are still many differences between the Internet industry and traditional enterprises, and enterprises should make a detailed analysis. The flat management of the Internet industry requires enterprises to do a good job in positioning the whole market and products, as well as the ability to respond quickly to the market.
Question 8: What needs to be done in the transformation of traditional enterprises? Traditional enterprise transformation can consider these aspects:
First, service. In the past, producer-centered, rather than customer-centered, brought a lot of overcapacity. Nowadays, service-oriented, dynamic organization of production and services around consumers has perfected a very important model for us to further effectively control production capacity and provide services accurately.
Second, specialization. It brings an important opportunity to the invisible champion. In the past, we understood that multinational companies were giant companies. Now internet companies may be able to allocate global resources and global raw materials to provide services to consumers, so that some small and medium-sized enterprises can become champions in the field of specialization around their comparative advantages and core competitiveness.
Third, flattening. The management level is required to be more efficient and streamlined, and reflect the needs of consumers more quickly.
Fourth, platformization. Some enterprises can do it and play a leading role in the platform. Many small and medium-sized enterprises find their own position in the platform, and they can also participate in this platform to form a win-win ecosystem (the Internet ecosystem proposed by Yali Technology). Originally, I went to some places to investigate, and some of them participated in the production of a certain part of Apple's manufacturing process, and then the benefits were very good. You don't have to be a platform. Personally, I understand that we participate in it, become a part of it and enjoy the benefits it brings.
Fifth, digitalization. In the future, intangible assets, light assets and soft elements will play an increasingly important role in the development of enterprises. In the past, many enterprises were big industries, large enterprises, steel plants and cement plants, which developed very well at that time. Now, in the process of the transformation from industrial society to information society, it is more important to discover the role of data and trademarks.
Question 9: How to transform traditional enterprises now? Since 20 17, most traditional enterprises have fully realized that enterprises are no longer just "+internet" but "internet plus".
We should not regard the Internet as a tool, but as a change in the way of thinking.
At present, although many enterprises have realized "internet plus", they simply attach WeChat official account to their products, which is wrong and a waste of resources.
At present, the popular way is "one thing, one yard", which takes products as the entrance to purchase and connects users and brand manufacturers with C2M.
Question 10: Why should traditional enterprises transform into e-commerce? Look at the trend, it is difficult to go on if you don't conform to the trend. The current law is to develop into e-commerce, so enterprises should do e-commerce. E-commerce is just a branch of commerce. The essence of e-commerce is still commerce, but the tools used have changed. E-commerce is a channel. There are many channels for enterprises, and you know the rest.