The epidemic has brought about a cold winter of consumption to the domestic economy. Faced with the survival of enterprises, e-commerce people are generally anxious and confused, which is also to help e-commerce people get rid of confusion and find the right direction. Therefore, Lao Gao E-commerce decided to open a private board of directors to solve the real and difficult problems for e-commerce bosses in need.
The following is all the contents of the first part 2 of the Private Board of Directors:
Mr. Wang:
I have been following Laogao E-commerce for many years. We started doing e-commerce in 2014. The categories we do are massage equipment, mainly including massage chairs, foot baths, and massage instruments for neck, shoulders, waist, back, head and eyes, and the annual sales in 2021 reach more than 300 million.
Perhaps due to the impact of the epidemic, some big brands have successively crossed over the border since last year, such as Midea, Philips, and Haier. They did not have massagers before, but now they have massage products. There are many new brands in this category, and they have also come in with financing. Their style is something we can't play with in traditional old e-commerce. There are also three listed companies in this industry, and the industry ceiling is not too high, and it can rank in the top ten with 300 million to 400 million.
We are a local brand for six or seven years. Faced with the invasion of new brands, listed companies and big brands, what should our way out?
周啟坤：
The problem you are facing now is a common problem in the e-commerce field. This is not a personalized problem. Supor is also doing comprehensiveness. I think this is also a problem of competition walls and thresholds for the track or industry. I personally think that the first is to actively embrace cooperation. If there is a chance, it will change from a positive battle to a bondage battle with interests.
Because you have your own advantages in this industry, and you have worked in this track for many years. If you have the opportunity, you can bind one. This is a mid-strategy or a mid-strategy. Instead of dying, it is better to grow together. This is a strategy.
The second strategy is to face competition and make sub-products that are more suitable for your own population. It can be a small category that big brands look down upon. Of course, you have to evaluate whether you should do better than them in a certain sub-special group or category. This is the second best strategy.
The third is a medium-to-bottom strategy . If you jump out and see that there is no possibility of expanding products , you have come to this core field of yours. Do you have the ability to expand products, and is it possible to break through the related fields to create new products, which involves the entire cross-product strategy issue. I think this is a question that needs to be thought more about business strategy.
Finally, there is Douyin content e-commerce. We also lost millions on self-broadcasting. We can share it with you. I think it is necessary to do standard products to be used as much as possible. If you do not have the product price leading and the cost leading, it is particularly appropriate to do non-standard products.
Avatar:
I think all walks of life may be facing the problem of being robbed across borders. From the perspective of competitive strategy, the previous leading advantage was because they were one step ahead of others and had a size of hundreds of millions under the premise of the right time, place and people. Now I have encountered a stronger opponent, and the original advantages cannot be used. I am wondering if it is possible to move towards differentiation? Differentiate in our products and services. It turns out that the product may make money from the difference, and whether it is possible to make money from the service type through the product in the future? This is my thought on this.
Take our category as an example, there is also a cross-border robbery. Looking at these brands, there is also a very awesome company in China. No matter who competes, it can still stand at the top of this industry. If you are determined to be on this track, you have to form a certain consumer mind . If you don’t, it may be more difficult.
So how can it be formed? I also listened to Mr. Jiang Nanchun's sharing before. I need to find a way to understand the positioning of the entire brand. What kind of value do we provide to users, what pain points have we solved, and can truly occupy the consumer mind. I think you need to re-examine the positioning.
The second product should also be in line with the mind you have created, and combined with the original advantages, find ways to be more professional in this category. There is no need to be afraid of people who cross the border. In fact, they are not that powerful. They just like this opportunity. In fact, they are also weak, and they don’t understand this industry.
This is because they only understand the present and how this industry has grown to what it is today from the beginning. He has not even seen the crisis that they may face. They basically don’t understand it very much.
In addition, you are deeply engaged in the supply chain. I believe you should follow the supply chain more deeply. I think we have a chance to focus on our own field and give full play to our own advantages and advantages that the other party does not have.
Lao Gao:
Avatar’s sharing of Jiang Nanchun just mentioned is also the big-name private board invited by the Jinguan Club last year . He is very strong in terms of brand. He has worked for the brothers of the Jinguan Club twice, and Wu Bin from Vipshop. They both talked about several key points, which is differentiation. There are two books that you recommend to read, "Business War" and "Positioning". After reading it, you can read "The Art of War of Sun Tzu", so I won’t go into details.
我简单总结一下，周啟坤兄弟刚刚讲的思路蛮好的，跟上市公司或准上市公司战略合作是一个考虑的方向。金冠俱乐部有一个梦百合，是金冠俱乐部九年的会员了，跟你是一个行业，几年前就已经上市了，现在市值大概100多个亿，生意做到全球了。
There are also peers like you, called Doctor Sleep. They are also preparing to go public. A while ago, they told me that they would pay attention to their outstanding peers, and they hope to merge together.
No matter what, the core is differentiation. Either you have differentiation, or you look for differentiation to shape differentiation. Don’t be afraid when you see big brands. No matter how strong the big brands have, they cannot do all industries. Over the years, I have given many members ideas, including some standard products, how to compete with big brands, such as differentiating products and services.
In the past, Jinguan Club had a member of the stockings category. His biggest competitor around 2012 was Langsha. Langsha's stockings sold for more than 30-40 yuan. I asked him to sell for 58 yuan to differentiate his services. He made a 100-day free return and exchange. That year, it was the first in the category.
There are some things that big brands dare not do. We cannot just see the advantages of big brands. Forgetting big brands also has disadvantages. Everything has yin and yang. A person with advantages must have huge shortcomings, and a brand with advantages must have huge shortcomings.
For example, personalization cannot be done by brands. Will Langsha dare to do 100-day return and exchange? Don't dare to do it because it will bring huge costs.
There is also a member selling photography equipment, with a large number of competitors, both domestic and foreign. His manufacturer has sold it directly on Taobao and Tmall. He is a second-level agent. His purchase price is more than 800 yuan, and the manufacturer sells more than 600 yuan on Taobao. The things are exactly the same.
This situation is more serious than you. I gave him an idea at that time. Since the product cannot be differentiated and the brand cannot be differentiated, then the service is differentiated. The purpose of the consumer selling your equipment is to take beautiful photos and shape the product introduction of the entire detail page. You bought my photography equipment and make you a photographer who can take beautiful photos. This is the first value. The second additional value gives you a free course to teach you how to take photos, and the third additional service allows you to participate in the community of photography enthusiasts for free.
I remember doing 5 differentiated services, and the price of the product worth more than 600 yuan was adjusted to 1,200 yuan. He has lived until now, and has lived very well, and now it has exceeded 100 million yuan. The above cases are all real because of the change of thinking, a brand that seems to have no advantages will be brought back to life immediately.
再给你讲讲我自己的案例，金冠俱乐部是国内Zui高端的电商圈子，当年有XX商学院、YY商学院、阿里巴巴还搞过一个中国企业家俱乐部、淘宝大学还搞过高端的企业家俱乐部，都是我的直接对手，我是怎么做的，我就做差异化。
First, I made the price to the highest price, 288,000 yuan, second, I adjusted the entry threshold from 10 million yuan to 100 million yuan, third, I changed my positioning, not to start a business school, but my positioning became a fraternity, and I decided not to graduate. Many business schools graduate in one year, and the slogan I used to be a brother for the rest of my life, but never graduated.
This logic ensures that the quality of this circle is higher, and the transformation of positioning has become a lifetime, not a year, everyone is not classmates, but brothers, and they serve every day for 365 days, and I drink and make friends with members. After this series of transformations, differentiation has made the Golden Crown Club today.
Golden Crown Club Annual Meeting Group Photo
These completely differentiated opponents cannot do it. None of the seven or eight-year-old members of the Golden Crown Club, like Avatar, have graduated. These differentiation was not originally found, but later designs, designed so that the opponent dared not follow, and could not follow. This is about to analyze what advantages your opponent has, what disadvantages you have, what advantages you have, and what disadvantages you have? Just like in ancient times, we must analyze the enemy and us and use our advantages to defeat his disadvantages.
Mr. Wang:
The idea of joining with big brands given by Mr. Zhou, expanding the subdivided categories, and the subdividing of Da Ge, forming a mind and personalizing the services, are all things I have not involved, and are my gains.
I have read the books recommended by Lao Gao. I have given several examples of real clubs that have inspired me a lot. I will also think about it. Thank you for your guidance from the three teachers. I have benefited a lot. Thank you very much.
Lao Gao:
Let me add that customer repurchasing is very important. Whether it is using private domains or communities, these people must be served well. With the same product quality, customers nowadays are more concerned about whether your service is good or not, rather than the bigger brand, which is very different from ten years ago.
This service is mixed with emotions. For example, now that the epidemic in Shanghai is in the past, the first thing you should do is to care about all the customers in Shanghai on WeChat and do a good job in service and repurchase. Many big brands do not provide services and repurchase because there are too many customers, which is their weakness. The biggest weakness of big brands is that they have too many customers and cannot serve.
We can serve well, divide key customers and high-quality customers well, in-depth service, emotional service, and add a team to provide them with free product peripheral services. For example, when selling pillows, companies are definitely not selling pillows, companies are trying to make customers sleep better, and selling pillows is just a tool. Many people actually sell facial masks but not facial masks, but to make customers beautiful.
If the company returns to the real purpose or original intention behind it, and doing a good job in services based on these, it will not only improve repurchase, but may also open up a second growth curve.
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