Online Operation Of AOKANG Group Online Mall
If chain stores only store their stores next to some customers, then the online mall opens the stores to all the customers' homes.
A few days ago, AOKANG group, China's largest private shoe maker, announced that its online sales platform, AOKANG online mall (www.aokang.cn), was officially launched and launched a comprehensive network marketing business.
According to the introduction, AOKANG, Kanglong, red Firebird, beautiful beauty and international brand Wanli Wei and other AOKANG group's five brands are unveiled in this comprehensive network sales platform, with more than 1000 varieties and styles.
In the specific operation, with the brand appeal of AOKANG and nearly 5000 sales terminals all over the country, AOKANG online shopping mall will complement the online retail and offline retail. After ordering online, AOKANG will distribute orders directly to the nearest physical store to complete the order, forming the fastest logistics distribution, forming a three-dimensional marketing system.
It is worth mentioning that Alibaba's Alipay system is very optimistic about the development prospects of AOKANG's online shopping mall business mode, and it will immediately cultivate the Internet Mall as the core customer in the future, and will continue to promote the shoes on the online shopping mall to tens of millions of members.
"There are many styles in the AOKANG online mall, the price is also more affordable, and do not go out of the house, you can wear your favorite brand shoes. The recommendation you gave me yesterday is really right!"
This is a dialogue between Mr. Lin and his colleagues at Southwest Sichuan Institute of Finance and economics.
Miss Lin is the first customer after the opening of AOKANG online mall.
In just a few days, AOKANG network mall members already have thousands of people.
It is understood that AOKANG began to set foot in Internet marketing in 2006, and then established a network store through Taobao and eBay.
For this adjustment, the people concerned of AOKANG have made an analogy. It is like riding a car to the destination, taking a ride, fate in the hands of others, driving, and fate in their own hands.
Although the initial investment is very large, in the long run, especially in the context of the overall efficiency of the industry, the traditional marketing mode of cost rising, and the premise of having the independent brand and offline sales network, it is undoubtedly the most desirable new marketing mode to build up our own network platform.
Data show that in 2006, 80.97% of Chinese enterprises used or were using internet marketing services, and the annual market size reached 6 billion 500 million yuan. At present, the network marketing products are developing rapidly from IT, books and other special products to fast moving consumer goods such as clothing, footwear and daily necessities.
For the question of whether network marketing will impact on traditional local channels, the people of AOKANG have given the answer.
In the short term, there may be some impact, but as market segmentation, consumer segmentation, product structure improvement and variety continue to enrich, this impact will gradually disappear, but on the contrary, it will form complementary, which will play an important role in promoting the brand loyalty of consumers.
Some experts also said that, like many consumers do not have a strong desire to buy for the low prices on the Internet, for the traditional consumer groups, they want the traditional channel to give them the feeling of "visible and touching" products, the high value-added of sales services and brands, and consumers who know more about the products, as well as the consumer groups with relatively distinct product personality requirements, then the network channel is a good choice.
According to AOKANG's plan, in the next few years, we will strive to build AOKANG online mall into China's largest online footwear sales platform, developing more than 10 million members, with annual sales revenue of more than 1 billion yuan.
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