How do sanitary ware manufacturers carry out online and offline business
Posted on April 01 2022
Now many sanitary faucet manufacturers are aware that they must establish their own channels to do o2o e-commerce, which is more conducive to straighten out the relationship between online and offline and obtain higher added value, and avoid using a third-party platform to do e-commerce with both hands online and offline, with very serious low-price competition.
At present, the more successful manufacturers of bathroom o2o adopt the mode of self built channels, such as meilele, Shangpin home distribution and liweijia. However, the self built o2o official mall is much more difficult for many bathroom manufacturers than opening an online store on a third-party platform. Operating and promoting the website requires a lot of funds and talents, and the trial and error cost is obviously too high.
In the past two years, the author has been studying how to make bathroom o2o, summarizing the current success and failure cases of bathroom o2o, today I will tell you about my experience, and how to operate and promote the self built o2o official mall of brand bathroom manufacturers?
First of all, let's understand why many home bathroom o2o projects are not successful? I would like to summarize the following two reasons:
1、 Just burn money to advertise without paying attention to the acquisition of online natural traffic
Many o2o projects from traditional industries tend to burn money and advertise without paying attention to the acquisition of online natural traffic. For example, an individual quit his job as CEO of a large ceramic enterprise and joined e-commerce to establish an o2o ceramic e-commerce platform. Although the company has been basically stable and can survive with little capital, it has not yet achieved profit and loss balance compared with large investment. The promotion links put on engine websites have become the place with the largest expenses of the company, The salaries of employees and founders are lower than those in the same industry.
I studied this website. The natural traffic is very low. It is estimated that there are only more than 10 search traffic a day. Without burning money and advertising, it can not bring results to offline physical stores. Such o2o projects need a steady stream of investment to survive. The team lacks a person who knows how to operate the website and has insufficient ability to obtain online natural traffic, It is easy to fail because of the rupture of the capital chain.
2、 Using B2C thinking to do o2o, split online and offline
Many sanitary ware manufacturers are doing o2o with B2C thinking, and do not really build o2o marketing system.
At present, many sanitary ware manufacturers have set up online stores on the third-party platform. This B2C model of direct sales by manufacturers did initially ignite the enthusiasm of customers and bring large sales. But customers' enthusiasm will soon go out and sales will return to flat. The reason is that bathroom products always pay attention to experience, and users are still used to real experience and comparison. In addition, online standardized sales methods can not meet their personalized needs.
Moreover, online sales did not bring much profit to manufacturers because the price was too low. Moreover, in the long run, this even destroys the brand value and disrupts the price system, resulting in the competition for resources between the manufacturer's internal online and offline teams and the formation of internal friction.
Using B2C thinking to do o2o, the interests of offline physical stores and dealers will be damaged. The price of online stores is lower than that of offline physical stores. At the beginning, it did seize the market share of other manufacturers, but in the end, it still seized the share of its own offline physical stores. The essence of bathroom e-commerce is to improve the user experience. Bathroom o2o not only sells products, but also services. It is a long-term plan to drive more consumption through word-of-mouth.
For bathroom e-commerce, e-commerce is only a tool, and commerce is the essence. After all, as an experiential commodity, bathroom is not suitable for the general online retail model. Just opening an online store using a third-party platform is online marketing, not a real o2o e-commerce.
What is o2o e-commerce? It is online to offline and offline to online. Online and offline must strengthen each other, resulting in a synergistic effect of 1 + 1 > 2.
Now I'll share some about how sanitary ware manufacturers operate and promote o2o e-commerce.
1、 Team structure
In terms of talent structure, it can be adjusted in two stages. At the initial stage of development, team members try to dig from within the manufacturer, because they are familiar with the manufacturer and let them set up an online pattern, which can ensure that there is no disconnection between online and offline.
After online operation for a period of time and perfect fit with offline, more professional Internet experts are needed to expand online business. In these two stages, offline talents should be the core of the team, because business takes precedence over e-commerce. Only when you are familiar with business can you build a reasonable e-commerce model.
In terms of responsibility structure, a two-level structure can be adopted. The e-commerce Department of the group does not belong to any division, and is mainly responsible for operating the group's website, wechat and microblog; Each sub station has an e-commerce team, which is responsible for operating sub stations, wechat and microblog on the platform to support local business.
In terms of image, the group is equivalent to tmall and regional companies are equivalent to merchants. As the platform party, the e-commerce Department of the group is mainly responsible for concentrating resources and doing things with scale effect (things that cannot be done by the sub station alone), such as platform operation, technical services, brand construction, public opinion monitoring, news public relations, overall data analysis, organizational learning and sharing, etc. The e-commerce teams of each sub station use the resources and information provided by the group to complete the R & D, production and sales of goods.
2、 Process reengineering
How to make online and offline collaboration? Or based on industry characteristics. Consumers are generally more cautious when buying sanitary ware online. They often visit the website many times before they take action. Moreover, for such a large amount of consumption, most of them will not pay online. No matter how clearly they see online, they still hope to go to offline physical stores and talk to the clerk.
This seemingly online disadvantage is the advantage of the bathroom o2o model. Since customers are cautious and will not transact online, they must import these traffic to offline transactions. Therefore, the task of the bathroom o2o official mall has changed from transaction to entering the store, displaying products online and attracting customers to offline stores. However, good content alone is obviously not enough to promote customers to go offline, so there must be a strong online marketing team.
When customers enter the official mall, there should be customer service to interact with customers. Online customer service is not responsible for the transaction, but for preliminary communication with customers to find out the consumption tendency, such as what kind of decoration style customers like, how much decoration budget, etc. After the communication, the customer service will complete the entry reservation form according to the customer's requirements, and the offline personnel will connect with the customer according to the reservation information to confirm the reservation.
After customers enter the store, offline personnel launch the traditional ground war they are good at. Due to the consumption tendency information on the reservation form, their communication pressure is greatly reduced, the transaction efficiency is greatly improved, and they can even deeply tap consumer demand and make large orders.
3、 Up-down collaboration
This process design of online import and offline transaction effectively solves the problem of online and offline fighting in the middle line of commercialization of traditional household appliances. In this chain, there are different tasks online and offline. The two sides do not compete for traffic, but cooperate in combat. Since it is such a relationship, the evaluation index cannot be a unified transaction volume. The two teams must have their own performance indicators.
Leaving aside the part of direct offline order formation, there are five links from online access to offline order formation, forming a transaction funnel: user access - online consultation - offline reservation - arrival - transaction. This will produce four assessment indicators:
Consultation rate = number of consultations / user visits;
Order (reservation) rate = order quantity / consultation quantity;
Arrival rate = arrival quantity / order quantity;
Transaction rate = transaction quantity / arrival quantity.
The online team pays attention to the consultation rate, order rate and store arrival rate, while the offline team pays attention to the transaction rate and turnover. To improve the consultation rate, online teams should show good content; To improve the order rate, we should actively respond to the consultation and guide customers to place orders online; To improve the rate of arriving at the store, we must communicate effectively with customers. Happy interaction will lead to arriving at the store. After the efforts of the online team, the offline team takes over the baton. At this time, their sales ability becomes the key to the sprint stage. Good sales ability can improve the transaction rate and turnover.
For example, after online customers arrive at the store, mature offline customer service will not only promote the transaction, but also push up the transaction price (the customer budgeted 4000 yuan and bought 7000 yuan of products, and the premium part is the embodiment of the transaction ability of offline teams). Therefore, the online and offline goals converge. The online team must promote its own three rate, and must import high-quality customers to form strong support for the offline team; In order to improve the transaction rate and turnover, offline teams must rely on online importing quality customers.
It is considered that performance management leads to the tension of organizational atmosphere and reduces the tendency of team cooperation. This is the performance of not understanding performance management. In real cooperation, although the appraisee keeps an eye on his own indicators, the partners are collaborative. Improving his own indicators is the indicator to boost others. Turning strategy into action and high coordination between actions is performance management.
4、 Online diversion
After building a reasonable o2o model, the next most important thing is to have enough quality user traffic: not only the number of users is enough, but also the possibility of user transformation is large enough. In fact, the original charm of online commerce is that there is enough free traffic. However, this dividend period has passed. Now, if you want to obtain traffic, you need to pay a lot of costs.
How to find more valuable and sufficient traffic with less cost tests the manufacturer's online operation level. How to optimize the flow cost is the key to the success of establishing o2o official mall, and it is also the focus that the author wants to share.
1. Search diversion
The traditional diversion mode mainly relies on search engines, such as Baidu, 360, Sogou, etc. Do a good job in search engine optimization and improve the natural ranking of the website, which is a way to obtain traffic. If users actively look for brands through search engines, they are likely to turn into transactions.
Many manufacturers often hand over this work to third-party agents. As a result, it costs money and has no effect. I think it is best to establish a technical team specially responsible for search engine promotion to optimize the pictures and contents in the station one by one. Compared with spending money, it can save a lot of Online costs.
2. Competitive ranking
In addition to obtaining free traffic, competitive ranking is also essential. Since bidding ranking is an important reason for the high cost of online marketing, the best strategy is to bid for long tail keywords, such as "what is the price of Jiumu sanitary ware?" and so on. Such conversion rate is the highest.
It's best to give up the bidding for the brand name. The price of such a keyword is very high. For example, if a first-line bathroom brand wants to rank first in the search results through bidding, it's tens of thousands of yuan a day. This cost is very frightening. Now most search engines have the function of direct access to the official website. Direct traffic to o2o mall through the official website can also save a large budget.
3. Social diversion
The logic of search engine is that customers find brands. Can brands take the initiative to find customers? This requires the use of social platforms (such as wechat, microblog, etc.) to make attractive content rely on interpersonal trust to spread quickly. This kind of model has higher diversion efficiency.
To do social diversion, we must first have a large number of fans. We can't use one group size to suck powder, because the users faced by stores everywhere are different. We can adopt the whole network marketing mode, that is, offline stores have their own wechat and microblog numbers. We promote the brand together, but conquer their own goals.
These trumpets operate based on the characteristics of local users, flexibly generate content matching users, and quickly respond to needs. After a long period of operation, each trumpet has tens of thousands of fans, so the whole brand can accumulate tens of millions of fans. After having fans, we should use fans to achieve non directional social exposure. At the same time, real diversion can be realized through directional social interaction.