Internal sharing: 7 big names tell secrets that 97% of e-commerce people don’t know

These are all the senior members and big names from the Golden Crown Club with sales of over 100 million. Today, we will share with you.

(From right to left)

1. Xiangyun : "Pleasant to the eyes and clear heart", founder of Yuexinpai. With 13 years of experience in Taobao e-commerce, the team was founded in 2003 and currently owns more than 30 brands and nearly 20 companies. It has a core team of 100 people, and independently operates more than 20 Taobao, Tmall and JD stores, with multiple categories as top brands.

2. Lai Fada: Kabe E-commerce Operations Head, E-commerce Operations exceeded 300 million yuan in 2015. The company has more than 400 employees ; it has three brand flagship stores and more than 30 specialty stores, and is good at establishing company standards and systems.

3. Zhen Hongbin: Everyone calls him "Brother Bin", the founder of the Internet LED home lighting brand, and the top three sales in the LED lighting category for many years. The brand comes from Ningbo. Brother Bin has many years of entrepreneurial experience. He started to come into contact with e-commerce in 2010 and has his own unique insights into company management and team collaboration.

4. Fei Ge: He used to be a top 500 executive, but later decided to resign and do Taobao by himself. Now he is the boss of Taobao, JD.com, and Amazon for multiple brands and categories

5. Lao Gao : Lao Gao Crown Club, Golden Crown Club, Shanghai Xuanming Network founder; China SNS marketing expert ; e-commerce angel investor.

6. Zhou Zhefeng : He joined BQB internationally renowned company in 1999 and has 16 years of experience in the e-commerce industry. In 2009 , he started his business and created a maternal and infant independent brand. In 2014, he founded a cross-border e-commerce company. He has now established overseas companies in the United States, Australia, Europe and Japan. He is also the No. 1 member of Laogao Crown Club.

7. Wu Wenbo : At the end of 2013 , the first Taobao Tmall store was opened, and now there are 7 Tmall stores and multiple other online brands of stores; the main categories are washing and cleaning, formaldehyde testing, cleaning, and care products . Ranked first in the category sales on Taobao. Currently, the number of e-commerce teams is about 80 people, and the office is 2,000 square meters.

Lao Gao spoke:

I haven't been on stage for many years and everything is the best arrangement. I am also very happy. I hope to open myself and release my humanity and nature in this link. If you have any questions, the brothers on the stage will do their best to answer everyone. Because everyone here has known me for many years.

All are more realistic. When you ask questions, you must ask the "most painful" questions and the most unthinkable questions. We will give you the most satisfactory answers.

1. Member: If we look at it from a brand’s perspective, what else can improve brand awareness besides price, details, and evaluation?

Brother Bin : Your question is actually "how to improve the conversion rate of a product", but in fact there are many dimensions. Yesterday, Lao Gao shared that the essence of our life or the core of e-commerce is: one end is the product, and the other end is the user. So from the root point of view, we need to find the entire channel suitable for e-commerce, products that consumers can accept in specific e-commerce markets. It is divided into horizontal and vertical directions. The horizontal direction is your price range, which conforms to your positioning; whether the vertical direction is consistent with your main business and the positioning of the population is the main premise. "Product is king", this is one part; then the second part, you just mentioned brand building. Judging from your question, I think there is no need to consider too much brand in the e-commerce field or in the current market environment! I don’t know if you are building a Taobao brand or a traditional brand, I do both. It is more about looking at the product itself, considering the style and cost-effectiveness of the product itself, and not much about considering it from the brand dimension. This is the second; the third, there are many ways to improve conversion rates on the business side of the product. It is nothing more than: the dimension of customer service, improving conversion rates, and training: training on product knowledge, sales skills, bargaining skills, plus some management, supervision, performance appraisal, etc. to improve our inquiry conversion rate. This is at the customer service level. Detail page dimensions, in fact, conversion rate is a very comprehensive thing. It does not mean that you can achieve it immediately after doing something, or that conversion rate can be increased by 3 points to 5 points. It is a systematic project, starting from the product itself, and every detail must be done well.

Brother Fei: Let me talk about my point of view. During our own operation, I have also encountered many products and friends. In fact, sometimes you have to objectively think that some things are indeed impossible to raise! We often immerse ourselves in an environment and think that our things are very good. If they sell for 10 yuan, I sell for 100 yuan. I sell for 100 yuan. I sell for better than others. What is the best thing about my things? But sometimes you have to objectively look back and face this reality. Maybe your things are really good but the customers don’t know, but in some processes or points in time, you can’t change your conversion rate quickly. And conversion rate is the most important thing. In the end, you have to return to the essence: First of all, will the product I promote have a good conversion rate? We sometimes share all the pages or other things that we make later, but in the end, "the ugly daughter-in-law still has to meet her parents-in-law." So is the essence good? If it is not good, then do we need to make some adjustments instead of saying "I'm thinking of a way", it's useless to just think of a way!

Lao Gao: Actually, what a product sells is not a product, but a "trust", including product packaging. What is it packed? What is wrapped is trust. So how does trust come about? That is, your details page should bring benefits to consumers. Many sellers will make a mistake. The customer needs they think are different from the customer's real needs. There was a brother in the past, which was a very typical case. I wanted to buy fish tanks and fish food at their house. His business was not very good, so I asked him, "What is your customer buying this fish tank? In what environment and environment do you buy your fish tank?" He told me it was for decoration. Of course, I didn't buy his fish tank for decoration. But I wasn't very sure yet. I said, go back and talk to your 100 customers. After the conversation, he told me in surprise that customers bought fish tanks not for decoration. The vast majority of customers are because of Feng Shui. Sometimes we think that customers' needs are different from the real needs of customers. Now the consumer demand changes particularly rapidly, and it may change in three months. As a boss, you must not be separated from consumers' needs for too long. You haven't had contact with customers for half a year to a year. Sometimes we have to chat with customers, and I think it's very necessary! Embed your customers’ real "pain points" and real interests into your baby details page. Many times, our art, vision, and design do not understand the needs of customers, and the boss cannot accurately understand them, let alone our design and art operations. Perhaps the employees at the middle level do not understand the needs of customers and the real pain points. If your details page really captures the customer's interest demands and pain points, then users will definitely resonate when they see your packaging and details page, which will be of some help to improve your conversion rate. This is the first point. What is the second point? It's the customer service team. I will share with you a trend. I have communicated with many sellers in the past two years. I think the future trend is that the customer service team will become particularly important. You must not regard customer service as the second and third position except operation. I think the future customer service team must be sales customer service! We must build the customer service team as a sales team. You will find that the traffic is getting more and more expensive. Our front-end brings a large number of customers through operations, SNS , and many paid promotions, but in the customer service team, it is lost. This is a very common phenomenon I see. Moreover, the passive order acceptance of customer service is no longer in line with the future trend. The dividend period in the first two years is OK, but it will definitely not be in line with the trend of the times in the future. So now I have observed that many big sellers have begun to transform. How to transform? Recruiting sales managers and taking charge of the management of the customer service team. Lead the customer service team into a sales team and absorb sales talents to serve as customer service to drive the team's flexibility. Why? Because the traffic coming from Taobao requires continuous updates and active attacks and sales, and the release of new products can directly help you make hot products through the sales team, because each customer service has a large number of customers. With a new product released, the sales team can make your hits. Therefore, in the future, we must pay attention to the "wolf nature" and "sales nature" of the customer service team! This is also very critical to your conversion rate! First of all, your product must be good, and the product must be linked to customer needs. After the product is ready, then link the interests of your product with the real customer needs to resonate. What remains are operations, art and customer service teams, which become particularly important.

Brother Bin: Lao Gao shared it very well! Let me share with you one more thing. A bowl of spicy hot pot that is not very delicious offline. No matter how we pass the "Internet celebrity live broadcast", no matter how we place an order through "WeChat", no matter how we pass the "Meituan Sales", we will never make this bowl of spicy hot pot better. The Internet is just our channel, and products are our essence. Starting from the perspective of consumers and finding products that suit consumers is the fundamental reason. Then list all the factors related to conversion rate with A4 paper and pen one by one, and pick the details bit by bit, so our conversion rate will definitely be able to go to a higher level!

Brother Fei: Let me share my recent case with Lao Gao’s words. We are making a product now, and the product is ginger tea. When the team was making the page, we listed all the selling points. Our recipe is very good and the effect is very good. We conducted surveys on old customers and people, voted on WeChat, and finally found that this does not mean that it is correct, but I just share my own cases with you. The person who bought it in the end did not care about the efficacy of your product at all. What problems did I find in the end? Many customers are confused about whether it is delicious or not, because the first reaction of ginger tea is relatively spicy, and customers consider whether it will be very difficult to drink. I saw that in all categories, none of them tasted like, and everyone was saying that the product was effective. In fact, no customer would care about the effectiveness of your ginger tea that costs 19.9 yuan, so I think you must investigate.

2. We now have a model, multiple categories and multiple stores. I would like to ask you about it from two aspects: one is technology, do you need independent IP and independent computer? The second is in the company's operation structure, how to manage multiple categories and multiple stores? How to operate? I hope you can share some experience with us.

Lao Gao: This question is very good!

Xiangyun: Hello, that's it. I have a prerequisite for multi-category and multi-store: this category itself is not very big. If you want to do a large category, what you are talking about is not the same concept. We are a small category. There is a problem with the small category: it is difficult for a single store to obtain large traffic on Taobao. You will find that no matter how good you are, there will always be many stores to divert traffic. In this case, you can only defeat it through the multi-store strategy. I prefer to develop multiple stores with three foundations: first, high profit ; second: subcategory , third: value-added returns. As for the IP question you are asking , what you want to ask is actually whether a network with several flagship stores or specialty stores or C stores offline will cause duplicate goods, right? If your product is not a product, this problem will not occur. If you are the same product, the same brand, and everything is exactly the same, there is such a problem. But if it is not the same product, it doesn't matter. Alibaba waiter also mentioned two questions: one is about "fake goods do not brush orders". If you drag many customers offline, and one of them is found by Alibaba for fakes, it is possible that all your stores will be killed, and the same is true for brushing orders; the second is about how to manage multiple stores and multiple categories. No matter how big a brand is, it will be nonsense! I don’t talk about how brands can make money. My management method for multiple stores is divided into a "group system". From customer service to store, we will have a group, one operation brings several customer service and one artist. In this way, it becomes a group. This group may be responsible for 2-3 Tmall stores, and there are 7 or 8 such groups . Each group is assigned his resources by the operation director above. This resource includes the determination of the popular products of each store, as well as some advertising fees and personnel allocation. Each project will have an operation director and an operation director, and there will be several subordinate groups, each group will share several stores. My architecture is like this. The operation between the two is basically a team PK . Today you do 50,000 yuan, and I do 40,000 yuan, giving you a role model and motivation. But after this group is made, there will be a disadvantage. This disadvantage is that the ideas of several groups are the same. It is in the same circle. If you want to do this, I also want to do this. Just like a Wing Chun boxing teaches them all from Wing Chun, you find that everything is the same. The solution we solve is the "net celebrity nature", such as the "Zhang San" model in this group, this person is a teacher, what is his family background? He is different from Li Si. Li Si is a female or a newly graduated college student, and has different IPs and a military model. I have been in the army for so many years and have returned to my hometown to do things with militarized means. Everyone's characterization is completely different. This is our solution. Another solution is to arrange the operation director to give the team a certain right to let him release some of his ideas. Basically that's it.

Lai Fada: Are the cats you raise the same type of cat or a different cat?

Member: We are for different categories.

Lai Fada: Different types of business methods do have different business methods. I think every store has its own different mission. If we don’t carry a mission, first of all, when we make layouts, we must have a mission. It is impossible to layout traffic, to attend events, or to compete with competitors . We are mainly divided into three business units: bathroom, kitchen and locks. Our three business units are parallel and are a very complete system. We mainly develop in the " 1+N " model. A flagship store brings our specialty stores and new stores. To describe it as a tree: the main store is our trunk, the specialty stores are our branches, and some C stores are leaves; after we have such a system, we can grow into a towering tree. From the perspective of the entire organizational structure, when we first started doing this, there was only one store, and later we developed several more stores. The early operation model was similar to what Xiangyun said, one operation brought an artist and a customer service, and we will analyze it, etc. After we have established and improved all the processes, standards and systems, because they are of the same category, we have some subdued things and methods, so we find ways to constantly copy them. When the copy reaches a certain stage, you will find more ports and need to integrate resources. For example, product planning, because of the same category and product, we may need to customize some different products for different stores, so that each store can compete at the operational level, or in order to avoid competition from our own similar purposes, we may generate more internal friction after layout, so we must have different plans for our own products; the second is the integration of multiple resources, such as customer service, with a total of 10 stores and 3 customer service in each store . We will set up a large pre-sale center and a large after-sale center, so that you can formulate more standards, such as the standards for speaking, communication skills, and our after-sales service standards; this will not only allow the entire brand image to have 60 people to do 60 different stores, but you are consistent with the outside world and have conducted standardized training. We basically do the same brand and the same category. So it has a lot of replicability. Of course, these are some of our own internal organizational structures, and I hope they can bring some reference to friends.

Wu Wenbo: I think everyone agrees with the "multi-category layout" very much, because everyone knows that eggs cannot be placed in one basket, and there are so many good eggs, so you must put them in separate baskets! I think the famous harvest I have gained in the past few years is that I have gone through more pitfalls. Before I started the Internet, I had three businesses that ended in failure, and finally I was in debt to do e-commerce. Of course I am very lucky, I have grown up now. During the five years of e-commerce, I also retired twice. The first time I retired for three months, with no more than 10 pieces delivered per day. The packing of things was "Boss, I don't want to do it anymore." I said to him, "Don't hesitate, I will still give you the salary. Just drink tea, chat every day, and then go home at 5 pm ." Last year, I was in the state of retirement of our company for three consecutive months; Tmall was revised in May last year, and at that time, the Tmall store was upgraded in one breath, and the first month of its launch was copied according to the previous idea. Because both stores adopted the "hot products" strategy, the response was quite good. These five stores were handed over to my operation assistant. In the short term, each store had hot products, but later it was found that the system did not keep up. So I want to do the roots well in the quick copying process. So I told my team: We are not at the time of rapid growth upwards and now we have to take roots. When we have to take roots for 100 meters, we are growing up 10 meters and growing up 100 meters. This is healthy. So in the future, brother, if you want to layout more stores, you can communicate with me more about the pits I have dropped!

3. Member: We would like to ask all the teachers how you successfully sit on top and we sit on bottom?

Zhou Zhefeng: Because I am a little older, I call me Master; and then I talk a little more, so they are my senior brother and second brother. First: I think it’s sharing. In fact, everyone here, don’t be on and off the stage. I think there are a few tricks to come here today. So if you want to share, we find that many friends are very powerful, but when they are in a small range, they are very high , but they are afraid of being in a big place; so we all should let go of ourselves like what Lao Gao said, and if you share, you will find that you will gain more. Why? Because you will make friends with more people who are willing to share, we will encounter many problems. If you work behind closed doors at home, you rely on one person; if you are willing to share, today on such an occasion, you can recognize friends from 10-20 people. Each person gives you one move, and you will have 20 tricks! A smart and hard-working person is willing to share with you his winning magic weapon. The road to success may not be copied, but many people will keep jumping into the pit of failure, as a lesson from the past! So I think sharing is very important. If you don’t talk about it, others don’t understand you. What kind of people do you think each of us is willing to date? Definitely a big shot. But if you don’t speak, who knows you are amazing, right? You will find that the more you talk, the more you feel. Then the people you are dating around you are getting more and more powerful, so naturally you are very powerful in all aspects! I think this is how everyone comes from the product. You will find that any big seller comes from a small seller, and the problems of corporate management and product positioning are almost the same. There will be bottlenecks at each stage, so if we open ourselves and communicate more, you don’t have to be afraid, as long as we are not a direct competitor, you can talk about it! I used to be a member No. 1. When Lao Gao got together in the early party, I would talk a lot. My principle is that unless you are my direct competitor, I won’t talk about it. Basically everyone can talk about it. Everyone has different categories and different ways of playing. As long as you give first and then think about whether there will be any rewards, most of the people who can come here today are positive! Sharing can be integrated with everyone more quickly. While you talk about your own useful information, you will gain more, and your growth will be faster than your peers!

Lao Gao: I also said yesterday, just to succeed, you have to make efforts and share! In our Golden Crown Club, there is a very strange rule: each member must prepare more than 50 pages of PPT and more than two hours of sharing as a meeting gift. If the opportunity to be discovered by others for more than two hours is fully tore off everyone!

4. Member: How to motivate the team? How to innovate?

Zhou Zhefeng: I think there are actually many routines for motivation, which are two aspects: one is material and the other is spiritual. In terms of material things, I heard many guests on the stage say that they have to reward several cars every year. I think being a boss requires such courage! Let’s talk about whether you make money this year or not. First, pull up the team, and you think I will reward four cars out this year. I have seen many successful companies. Whether I attend their annual meetings or listen to their sharing, I need to have real things! If the boss wants to succeed, he can't say that I've made money at the end of the year, and the KPI is calculated very carefully; when we were very young, it was more of a team, but a concept of "gang", so if we want to share, then these employees will work hard for you. The spiritual level is also very important. I can share a case with everyone. There are more and more employees nowadays. Most companies are more about how to motivate these post -90s and how to manage these post -90s . Because the post -70s and 80s still receive more traditional education, they are more likely to follow the rules. The post- 90s are unhappy and leave, and they don’t ask for leave and report to you. He may not necessarily want to make a "sense of existence". So at the spiritual level, I think we need to think about some innovative things to come out. A friend shared with me a method that was very useful: he was the "Outstanding Employee of the Year" selection every year. After the selection, he will make a big poster and turnaround for the employee, which can be displayed to everyone at the door of the company. This employee is proud to go to work every day because he is the "best employee of the year". All colleagues will point fingers behind their backs: "Look at him, it's amazing!" This is not only material, spiritual things, and material driving force. The material may be diluted in three months, so your spiritual things can always exist. Especially when the new employee arrives, the employee on the poster will feel particularly proud. Because he has been recognized by the company, many people have made silent contributions in their own positions. If you hold a monthly meeting, you will give him a reward, and this reward may not be much money. However, this kind of spiritual encouragement allows him to stand in front of all his colleagues and receive such a reward. This will motivate him and have a strong driving effect. This is what I share about employee rewards. On the other hand: innovation, in fact, each of us wants to innovate. But I think the culture of innovation depends on the boss. You should not expect employees to innovate, and you should not expect me to recruit an innovative employee. That's nonsense! First of all, you have to innovate. Can you accept new things? You have to keep learning about the latest things, such as the live broadcasts shared by the guests just now, whether it is the live broadcast or the internet celebrity, these new ways of socializing. First of all, your mentality is that only large companies will generally advocate corporate culture. Small companies are bosses. What is your boss and what is your team. So if you want this team to be innovative, start by changing yourself. First of all, you must be an easy-to-accept new things, and you often bring the latest and most cutting-edge things to your team. Just now, the guests shared a lot of gameplay, but in fact, it seems that big stars are playing big brands, but in fact every seller can play! For Internet celebrities and live streamers, they have to follow the process of "traffic change line", so once you have good products, similar to "Taobaoke" gameplay, it is actually easy to copy. So I think that your team’s innovation should continue to invest in this area. One is the investment of your own energy, and the other is the investment of your funds. For example, if you have good ideas, you will give rewards. I remember that when Shi Yuzhu was playing games, he pulled the employees over and threw them 10,000 yuan on the table. Whoever came up with a good idea and took it away on the spot, all the employees could see that the boss was serious and really hoped that there would be changes in this area. Many times employees will find that the boss talks about this today and that tomorrow. Slogans are shouted every day, but the popularity is over anyway. You think innovation is important to you now. Because your foundation can reach the stage where you don’t worry about it, at least half of your own energy can be put on it. I think it might be better if you do this again! Because innovation often brings success. There are many difficulties, can you bear this difficulty all the time?

老高：管理这块我们在多说几句。最近跟兄弟团有一个很深入的交流，我发现他们反映问题就是，过多的精力都消耗在跟员工的谈心，给员工绩效，搞这种制度上面，我觉得，在我们公司电商团队10几20人的时候，就一定要去想一件事情：就是成立一个专业的人事，我觉得对于很多草根电商来说，我们说实话干这些东西并不擅长。我也曾经试图干过什么KPI啊什么制度，员工团队建设啊，还有很多不是很擅长，而且消耗你大量的精力！我觉得我们老板要把大多数的时间节省下来，去思考未来。去跟很多高人喝茶、聊天、交流、学习。要做这些事情而不是把过多的时间消耗在琐碎的时间上。所以我建议在管理当中，到10-20人的时候，你可以考虑请一个专业的人事管一些跟人相关的事情，我觉得要帮你分担一些。这个你们要去考虑一下。那另外一块请我们的飞哥，飞哥以前是在企业500强里，管理过上千人团队，以及我们的阿斌，可以请他讲一讲电商团队的管理问题。

飞哥：时间有限，我简单一点。你首先要搞清楚不同人数或者是团队的大小，实际上管理方法是不一样的。这个道理都懂，但绝大多数人在实际的过程当中是会遇到问题的。比如说你只有5、6人的时候，或者是10来个人的时候，实际上你做KPI做制度这是非常扯淡的事情。因为“管理即成本”。你用管1000人的方式来管10个人，一群人的管理方式是很厉害很先进的，我认为在100人以下，这个时候基本上就是看老板的个人魅力。你无论是激励好，还是创新、管理也好，基本上老板的魅力影响更大一些。换句话讲，更落地一点，如果你希望你的人去拼命的，那么首先，你要让大家感觉到你是在拼命，否则的话，如果你就10几20个人，因为你说话开会时没用的，你从内心散发出一种感觉，下面的人是能感觉到的。如果你自己的感觉是那种很懒散，不拼命的，下面的人当你开完会在放屁。再举个例子我们打仗的时候，司令员是司令员的角色， 你现在充其量就是个连长，那么连长是什么概念呢？连长是在旁边说：“来，兄弟们上吧！”这种是谁呢？这种是国民党。对吧，电视里放的。那么，共产党的做法应该是什么样的呢？“兄弟们，跟着我上吧！”那这个是连长。在这个时候，老板的个人魅力和行动的影响，是非常非常重要的。比如说我团队加班，为什么加班呢？老板晚走，员工也不敢早走，我耗到10点，谁走第二天让他自己走，慢慢就变成一种文化。不能说“今天加班啊！”是因为经过一段时间之后，团队变成这个文化。从最初的7、8、10来个人演变成一种文化呢？进来新的人，他就会认为，这个时间安排就会是这样的。

斌哥：我觉得是这样的。这样的场合讲“管理”这个词太泛了，最近在学复旦的MBA。很厚的书整整18本，学了2年。在短时间内把管理讲清楚，这是不可能的。讲讲问题：第一，有关创新的问题我补充一下，对我们在场的大部分人来讲，我觉得创新可望而不可及，创新分为两种：第一种是颠覆性创新，一种是渐进式的优化型创新。那么颠覆性创新是改变世界的事情，我觉得对于我们在场的各位来说可望而不可及，不用去考虑。我们要关注的是不断地持续的优化性创新。很简单，不断在工作细节中优化。举个例子，我们在SKU的链接里面，会有5-8个链接，那么这8个SKU里面，一定会有某一两个是促销的，一定有我们想推荐的，我们给店长做了这么一个小小的动作，在主推的链接里面加了一个“选购此产品的人数占55%”。非常小的一个细节吧！能不能算作创新呢？我觉得算，加了这么一个小细节之后，SKU占整个销售链接的从23%上升到了35%，整整上升了12%；这是一个非常小非常小的细节。再举个例子，顶上有铜灯，大部分的铜灯都是开口8.5公分的，市场上大部分都是这样子的。我们在安装的过程中发现，电工师傅在钻孔的时候按8公分去钻，钻的时候会不小心变成8.2,8.3，这时候，我8,5公分的面宽，就会变成：装掉盖不住，我们做了一个小小的优化，把8,0公分 的电磨做成9.0公分，大了一毫米。这算不算是小小的创新呢？我觉得也算！就是这么一小小细节的优化，这一款产品整整一年就领先了市场。所以，我们要把创新分开两块来看，不要想着颠覆着去做一些东西，太难了！第二个，关于多店铺多类目的事情，其实刚刚前三位讲的，我都不认可。投资要多元化，一个鸡蛋不能放在一个篮子里面；但是，经营公司，我的观点是要“专业化”。实际上这个问题上升到最底层：就是“多元化”和“专业化”的问题。国内大部分公司现在会面临这样一个情况，宽度2公里，很宽，这个也做，那个也做。但是深度只有两厘米，这种状况对不对呢？在红利期或者是企业的初创期，这么做是可以的。有大量的机会，反正竞争也不激烈，做了再说！那么电商发展到现在这个阶段，如果再像这样去做的话，在每个细分类目里面都碰到专业的对手的时候，我们必输无疑！所以呢，要注意转换。深度两公里，宽两厘米，我们细分类目里面做到这样的聚焦的时候，我想这个领域里面，一定是最专业的！所以，我的观点是：经营一定要专业化！

5、会员：我们做的规模不是很大，现在刚注册有自己的商标，在粉丝方面：SNS、微信、微博现在开始怎样布局？怎样回流给店铺？所有的店铺引入到一个账号里面还是分开引流？等粉丝回流的时候，回流的规模是怎么样的？

老高：刚好在五月份我们刚做到第三次SNS专项课，那次课我讲了很长时间。你们明天去问工作人员要视频链接再详细看一下。我简单地给大家讲一下布局，我们做SNS，社交渠道的布局，首先是为什么？现在消费者的上网习惯发生了变化；现在90%的消费者每天上网都是手机上网，你们在场的每一个人都是这样子的。我们专门统计过，微信每天会打开150次，可能你们自己没有感觉到，你们自己数一下，从起床的那一刹那到睡下闭眼那一刹那，微信打了多少次？我告诉你，平均是150多次！现在移动端上网的习惯已经发生了变化。那我们就要去思考，我们的消费者的手机上，打开频率和时长最高的APP是哪些？前五个前十个都占据掉！我觉得这是未来的布局。包括微信、QQ空间、淘宝里面的微淘；微信、微博我觉得这是很重要的一个布局。为什么呢？大家会试想，交易的逻辑是什么？我这几年总结了一下，交易的逻辑是：相识、相知、相爱。这是我总结交易的逻辑。也就是说，你要想产生交易。首先第一步，你先遇见客户。这叫相识；那怎么遇见客户呢？要不让客户遇见你，要不你找到客户，淘宝的做法是让客户找到你。那社交的意义是什么？是我们去找到客户。当客户看到你的次数多了以后，自然而然对你的销售额频率是有帮助的。我之前分享过一个观点：高频次的心智影响高频次的交易。这句话你们可以记一下。什么概念呢？就是客户看到你的次数越多，客户就对你印象更深刻！客户需要的时候，你将会变成他的第一个交易选择。那为什么要布局微博呢？微博我们有五年多的时间经验，发现这是带来新客户最好的方式！而且成本比较低。通过微博获取新客户之后，我们会把微博上的一些优质的客户，转移到“朋友圈”里面。要把优质的粉丝转到朋友圈里面，因为朋友圈比较好的是什么呢？可以做交易的转化。我们曾经在13年SNS俱乐部刚成立的时候，我发了两条朋友圈，一天就收到了200W；到现在这个记录，在电商行业，至今无人可破。这是什么概念呢？就是当你把粉丝积累到一定的时候，你在做转化的时候就好转化。而且，当我发的不是广告更多时候我发的是一些真实的东西：能够跟粉丝建立感情的东西、以及可以提供给他们有价值的一些内容，我希望你们去看视频，视频很详细！

6、会员：一个新品在打造前期的规划，还有进行时的操作，后期的维护；我想请台上的嘉宾做两部分分享，一部分是产品的季节性，另一个是不受季节影响的方案。

翔云：我先来回答一下不受季节影响的，我讲过一个新品搞爆款的过程，我基本能做到比较有把握的将新品打成爆款。基本上我们想打哪款，没有说打不上去的。周期的话呢，大概在一个月左右吧！打爆款最初要做一个系统研究，你在这个行业跟你可能产生竞争品项的这些产品进行深入研究，这个研究包括产品的样式、价格，以及他的优势在哪里。前十款有三个经典款，你要看它哪块暂时市场比较弱，你尽量打那个弱的。也就是说承载量是一个价值洼地，在这样全款的前提下，然后去选择你的新品。你的新品还需要一个爆款的价格区间，你的产品比其他的同行卖的价钱是多少？比如说他们卖的是200元，那么你的价格就放在199元,198元稍微低那么一两块，不能低多了。比如说最近我们开始做普洱茶，差不多花了有50多天时间，因为我们现在有专门的打爆款小组，拉了将近有10人左右，他们前期的任务就是将所有排在前面，比如说销量5000以上的，它都非常详细地列出来，包括客户的差评是在哪个点他们一定要非常清楚；包括哪一块有优势也要清楚地列出来。这个所有的优势全部列出来。这是我们写内页的三步法，第一个法则就是把所有你能够知道的那一点它的优势，或者是产品的营销点，罗列出来。看同行记录下来，比如说有100个记录下来；第二个方法就是在现有100个之外，再找100个。这个时候该写的点写过了，这个时候能创造就更好了！这个地方也是举一个小例子：最初我们卖紫砂壶，很多人在问，什么样的紫砂壶泡茶最香？我想过很多次这个问题，后来给到朋友一个回复， 40目的泥料泡茶最香，泥料分粗和细，粗一点的泥料和细一点的泥料，40目是对泥料粗细的一个称呼；然后从各种数据的纬度，水跟茶叶的融合度，在一个数值的时候刚刚好。做了很多数据的东西，很多客户也没看懂，但是他觉得你讲的有一定的道理，不可能所有的泥料都适合泡茶，我们就在我们的类目里面做了一个40目的泥料泡茶最香，其实有没有这个概念呢？没有，从来没有人提到过，这个概念就是我们创造出来的概念，而且所有的同行都没有的。你是在创造客户他想要的一个点，让客户认为你说的是有道理的。然后在我们创造出来这个点之后，很多的客户到其他同行那里去，第一句话就是“你们家的泥料是不是40目的？”我当时跟运营讲，在我们还没打的时候，把40目当做一个品牌把它做下来。不要让其他同行去使用，很多同行都延续了“40目泥料”的概念。所以这种概念我创造的非常多，我在12年开始到现在有很多点全是我自己创造出来的。第三步，就是你把罗列的这100个营销点和你创造的20个营销点，以什么样的逻辑顺序去编排？这个也很重要！逻辑顺序是根据客户的评价反馈，还有你的内侧询单转化率需要很多数据的支持，然后来打造这个类目三部曲；从这个步骤完成以后，然后再涉及到一些付费推广、钻展直通车，刚开始的时候评价非常重要，有比较好的优质的客户，精品的好的评价，对一个宝贝的影响是非常巨大的；相反，我会发现客户的评价如果不好，就会影响你的客户转化率。刚刚这位朋友应该问的是除了类目转化率，还有推广之外，还有什么其他方式来打爆款？其实打爆款，正确的不求多，但求精。有一种产品做的比同行高一部分，高一点的话你的效果会非常明显，基本上是这样！

吴文波：我有一个朋友他是逆向思维：在6、7月份的天气做羽绒大衣，冬天打爆款的时候，可能月销售几十万名，在这个阶段只有几万名，能为年底做一个很好的积攒；我觉得这是一个全局规划的事情。第一就是我们自身的知悉，我们自身具备什么样的优势，我们团队有什么优势？我们有什么短板。第二就是市场的分析，行业的分析；第三就是竞争对手的分析。我们的竞争对手是谁？他擅长的玩法是什么？他的套路是什么？他的产品优势是什么？

7、会员：我们公司做的是比较单一的，0-4周岁的婴童鞋。鞋子的品类来说也比较单一，我们做单个品牌的品类多，多品类多款式，还是我们注册不同的品牌，每一个品牌侧重品牌款式、价格段，来开店好呢？我们线下的拿来做旗舰店是否更有力？

斌哥：单品牌多品类，还是多品牌单品类？实际上是一个市场定位或品牌定位的问题，那么刚才你讲的有一点非常好：你的人群切分在1-4周岁，你的人群定位是非常清晰的。接下来还要做两个定位，或者是两个系统的划分，一个是切，哪个价格段。我们是个金字塔，切哪个价格结实？这个就要根据整个行业来看，第一：市场情况，第二：电商的销售环境；第三：你自己所拥有的资源，外部跟内部做一个匹配。然后综合地来分析你到底是来切高端，还是中端，还是切低端。外部的整体环境和你内部所拥有的资源，甚至还包括团队的性格。我就是喜欢做格调的、有差异化的，价格相对来说是比较高的。这跟自己的性格有一定的关系，有一些人就要做性价比的，外部的环境和内部的资源做匹配，一定是切其中的一块，不能高中低都来，那么就乱了！根据目前的电商情况来看呢，我建议是从中低端走，然后逐步去往中高去。大品牌可能站在价格的制高点去运营。想去挑战经营了10年20年的名牌，跟他去做正面的竞争难度大，定位上要有一个明确的定位。第三是品类，我们要清晰地认识到：我这个企业是什么风格的？比如说我走欧式的、小清新的，这个要清楚，这三个切下来以后，把品牌定位在这个里面就可以了；千万不要想着我中式的也做，西式的也做、日式的也做，对消费者的人认识就全偏了，全乱了。各种价格也有，也全乱了。一整个金字塔，我只切符合我的那一块，一个品牌的定位一定是这样子的。然后在一件事情一个品牌做最好、做精的前提下，我们再考虑是不是引入第二个品牌、引入不同风格的产品，这是有时间先后顺序的。同时我个人认为团队的资源都是有限的，同时来做两三个事情难度是很大的。这是回答你的第一个问题。那么第二个问题是，要不要跟传统线下的一些品牌或大品牌合作经营？

Member: Teachers are not cooperative, this is our own brand. We started offline and have been offline for more than ten years. We have more than 1,700 offline C stores on Taobao , without any authorization from us. Should we register our own Tmall flagship store to operate?

Brother Bin: You must register this! What are some doubts about this? This means that the Tmall channel has already had a certain impact on your offline!

Member: Because we were a specialty store earlier. Because we have two offline brands, our franchise stores use two brands, and the flagship stores can only use one brand. Some customers say that our time nodes do not meet their requirements for delivery. If this product has not been shipped after this time, they can completely refuse. Our store used to sell inventory, and since this fall, our inventory has been almost digested. We will synchronize with offline sales of 2016 autumn models, and our online store will also launch sales of 2016 autumn models at the same time. But if we don’t have our flagship store, should we go to Tmall? Because offline complaints are cheaper than offline.

Brother Bin: I understand what you mean. Yours wants to settle in Tmall, and your concern is that after you move into Tmall. Will offline dealers be due to price issues?

Member: This is actually not what I care about the most. I just see, is this registration more beneficial to me? What are the advantages?

Brother Bin: Let me tell you about the brand experience in our industry. It is about the first-tier brands in this industry: IPUs were just launched two days ago. If I remember correctly, in 2011 , what he experienced was like this: there are a large number of Taobao C stores and Tmall stores on the entire network. The sales of this brand of products are not authorized by the company. The company is also in a state of dissatisfaction or non-opposition at this time. After 2009-11 , Tmall suddenly had sales of 2000 to 300 million yuan, the company's leadership also saw such opportunities as Tmall, and then he made the first move: raising prices and regulating, requiring all Taobao C stores, specialty stores, and specialty stores to regulate prices. The reason is very simple. You must keep the same price online and offline and protect offline channels. At this time, the online Taobao seller was in great pain. At the same time, he did another thing and registered his own Tmall flagship store. This talks about what happened in 2011 and 2012 . Today, his layout is: " 1+N ", what does it mean? With its flagship store as the leader, it has laid out 37 authorized stores, with very few specialty stores, most of which are specialty stores . Now it is NO.1 of Tmall's lighting category . There are three major players in one-third of his company's sales : e-commerce channels, store channels, and engineering channels. In fact, this is a process of balancing one and two. I don't know if such a case can touch you. If you are a relatively well-known and influential brand, it is an inevitable trend to enter Tmall online. In addition to flagship stores, you may also need to lay out some specialty stores, and then the two ways of self-operation and distribution can be carried out at the same time!

Thank you for your attention and support to Laogao Crown Club . Please indicate the source for reprinting by Xuanming Network www.shxuanming.net