Roundtable forum for senior veteran members with sales of over 100 million in Jinguan Club
(Introduced 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: The person in charge of Kabee's e-commerce operation, whose sales scale 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. Zheng 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 began to come into contact with e-commerce in 2010 and has his own unique insights into company management and team collaboration.
4. Brother Fei: He used to be a top 500 executive, but later decided to resign and do Taobao by himself. Now he is a TOP seller for multiple brands and categories for Taobao, JD.com, and Amazon.
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, it opened its first Taobao Tmall store, and now it has 7 Tmall stores and multiple other online brands of stores; its 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. Laogao Crown Club 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 better 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 time points, 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, specialty stores, or C stores 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 art worker. 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. He also 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 deploy 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 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 you. 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. They 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?
Lao Gao: Let’s say a few more words about management. Recently, I had an in-depth exchange with the brother group. I found that the problem they reported was that too much energy was spent on talking to employees, giving employees performance, and implementing this system. I think that when our company's e-commerce team has more than 10 people, we must think about one thing: that is, establish a professional personnel. I think for many grassroots e-commerce companies, we are not good at doing these things to be honest. I have also tried to do KPIs, systems, employee team building, and many others are not very good at, and they consume a lot of your energy! I think our boss needs to save most of his time and think about the future. Go and drink tea, chat, communicate and study with many experts. Do these things instead of spending too much time on trivial time. So I suggest that when you are in management, when you are 10-20 people, you can consider asking a professional personnel to manage some people-related matters. I think you will share some of the burden. You have to consider this. The other part of us, Fei Ge, was in the top 500 companies, who had managed a team of thousands of people and our Abin. You can ask him to talk about the management issues of e-commerce teams.
Brother Fei: Time is limited, I'll be simpler. First of all, you need to figure out the size of different people or teams. In fact, the management methods are different. All this is understood, but most people will encounter problems in the actual process. For example, when you only have 5 or 6 people, or when you have about 10 people, it is actually very nonsense to do KPIs and systems. Because "management is cost". You use the method of managing 10 people by managing 1,000 people. The management method of a group of people is very powerful and advanced. I think that if you are under 100 people, it basically depends on the boss's personal charm at this time. Whether you are motivating, innovation, or management, the boss's charm and influence are basically greater. In other words, it is more practical. If you want your people to fight to the death, then first of all, you have to make everyone feel that you are fighting to the death. Otherwise, if you only have 10 or 20 people, because it is useless when you speak and have a meeting, you exud a feeling from the bottom, and the people below can feel it. If you feel that you are lazy and don’t fight hard, the people below will fart after you finish the show. Let me give you another example when we were fighting, the commander was the commander. You are at best a company commander, so what is the concept of a company commander? The company commander said from the side, "Come on, brothers!" Who is this? This is the Kuomintang. Right, it was on TV. So, what should the Communist Party do? "Brothers, follow me!" Then this is the company commander. At this time, the boss's personal charm and influence of his actions are very, very important. For example, my team works overtime, why do I work overtime? The boss left late, and the employee didn’t dare to leave early. I spent 10 o’clock. Whoever left left was asked to leave by himself the next day, and it gradually became a culture. You can't say "work overtime today!" because after a period of time, the team has become this culture. Have people evolved from the original 7, 8, and 10 people into a culture? When new people come in, they will think that this schedule will be like this.
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。
Xiangyun: Let me first answer the problem that is not affected by the season. I have talked about the process of making new products popular. I can basically make new products into popular products with confidence. Basically, there is no saying that we can't get it. In terms of cycles, it will be about one month! At the beginning, you need to do a systematic research. You will conduct in-depth research on these products that may have competitive products in this industry. This research includes the style, price, and what its advantages lies. There are three classic models in the first ten. You need to see which part of the market is weaker at the moment. Try to beat the weaker one. In other words, the carrying capacity is a value depression. Under the premise of full payment, then choose your new product. Your new product also needs a hot price range. How much is your product sold than other peers? For example, if they sell for 200 yuan, then your price is 199 yuan, and 198 yuan is slightly lower than one or two yuan, so it cannot be much lower. For example, we have started making Pu'er tea recently, and it took almost 50 days, because we now have a special team of hitting hot products, which has attracted about 10 people. Their early task is to rank everything first. For example, if the sales volume is above 5,000, it will be listed in very detailed terms, including which point the customer's negative reviews are at; if there is an advantage, it must be clearly listed. All the advantages are listed. This is our three-step method of writing inner pages. The first rule is to list all the advantages you can know, or the marketing points of the product. Look at the records of peers, for example, there are 100 records; the second method is to find 100 more than the existing 100. At this time, I have written the points that should be written, and it would be even better if I could create them at this time! This place is also a small example: At first, we sold purple clay teapots, and many people were asking, what kind of purple clay teapot is the most fragrant? I have thought about this question many times, and later I gave a reply from a friend, 40 mesh clay is the most fragrant to make tea, the clay is divided into coarse and fine, and the coarse clay and finer clay is a better name for the coarse and fine clay; then from the latitude of various data, the fusion degree of water and tea leaves is just right at a value. I have made a lot of data, but many customers don’t understand it, but they think what you said has some truth. It is impossible that all clay materials are suitable for making tea. We made a 40-method clay material in our category and made the most fragrant tea. Is there any concept? No, no one has ever mentioned that this concept is the concept we created, and none of our peers have. You are creating a point that the customer wants to make the customer think that what you say makes sense. Then after we created this point, many customers went to other peers, and the first sentence was "Do you have 40 goals for clay?" I told the operator at that time that before we could make 40 goals for a brand, we made it. Don’t let other peers use it, many peers continue the concept of “40 mesh clay”. So I have created a lot of this concept. Since I started in 2012, many points have been created by myself. The third step is to arrange the 100 marketing points listed and the 20 marketing points you created in what logical order? This is also very important! The logical order is based on customer evaluation feedback, and your inner inquiry conversion rate requires a lot of data support, and then create this category trilogy; after this step is completed, some paid promotions and drilling exhibition express trains are involved. At the beginning, the evaluation is very important. There are relatively good and high-quality customers, and good reviews of high-quality products have a huge impact on a baby; on the contrary, I will find that if the customer evaluation is not good, it will affect your customer conversion rate. What this friend should have asked just now is, in addition to category conversion rate and promotion, what other ways are there to fight popular products? In fact, when you are hitting hot products, you don’t need to be more correct, but you want to be more precise. There is a product that is made partly higher than its peers. If it is a little higher, your effect will be very obvious. Basically this is the case!
Wu Wenbo: I have a friend who thinks in reverse: when making down coats in June and July, when they are hit in winter, they may sell hundreds of thousands of people per month, and at this stage, only tens of thousands of people can make a good accumulation for the end of the year; I think this is a global planning thing. The first is our own knowledge, what advantages do we have, and what advantages do our team have? What are our shortcomings? The second is market analysis and industry analysis; the third is competitor analysis. Who are our competitors? What is his good gameplay? What is his routine? What are his product advantages?
7. Member: Our company makes relatively single-handed babies and children's shoes aged 0-4. The categories of shoes are also relatively single. We have many categories and multiple styles for a single brand. Or do we register different brands? Each brand focuses on brand style and price segment. Is it better to open a store? Is it more powerful to use our offline flagship stores?
Brother Bin: Single brand and multiple categories, or multiple brands and single categories? It is actually a question of market positioning or brand positioning. So what you just said is very good: your population is divided between 1-4 years old, and your population positioning is very clear. Next, we need to do two positioning, or divide two systems, one is cutting, which price segment. We are a pyramid, which one is the most cost-effective? This depends on the entire industry. First: market conditions, second: the sales environment of e-commerce; third: the resources you have, match the external and internal. Then comprehensively analyze whether you are cutting the high-end, mid-end, or low-end. The overall external environment and the resources you have internally, and even the personality of the team. I just like to make styles and differentiated, and the price is relatively high. This has something to do with one's personality. Some people need to match the external environment and internal resources. They must be one of them. You can't come in high, medium and low, so it will be messy! According to the current e-commerce situation, I suggest going from the middle and low end, and then gradually going to the middle and high. Big brands may operate at the commanding heights of prices. I want to challenge a famous brand that has been operating for 10 and 20 years. It is difficult to compete with him in a head-on manner, and there must be a clear positioning in positioning. The third is the category. We must clearly understand: What is the style of my company? For example, if I go European and fresh, this must be clear. After cutting these three, just position the brand in this; don’t think about doing Chinese, Western and Japanese, and the understanding of consumers will be biased and messy. There are all kinds of prices, and it's all messy. I only cut the whole pyramid that suits me. The positioning of a brand must be like this. Then, on the premise that one thing is best and one brand is good, we will consider whether to introduce a second brand or a product of different styles. This is in a time order. At the same time, I personally think that the team’s resources are limited, and it is very difficult to do two or three things at the same time. This is the first question to answer your answer. So the second question is, should we cooperate with some traditional offline brands or big brands?
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: IPO was 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!
Organized/Xuanyi
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