What Is The Reason Why Li Ling Does Not Support Department Stores To Make Full Channels?

If I have 50 department stores, and each store has a self operated cabinet, each self operated cabinet will make 200 thousand sales per month, which will have 10 million sales per month and hundreds of millions of sales per year.

Only in this way can we talk about cooperation with manufacturers.

Let me throw a question first. What is the whole channel? Wholesale, retail, department stores, exclusive stores, shopping centers, telephone, TV, mail order, electricity suppliers are all channels. Do you have to do it?

After thinking about this problem, everyone will say, I will not do all the channels.

It is obviously unwise for a department store to build its own platform and open shop online.

Without proprietary goods, there is no commodity in department stores.

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We only admire the retail income of Macy 's Inc.54 $100 million on the Messi department store online platform (Note: fiscal year 2014), but we have never noticed that retail sales account for only 19.2% of the total retail revenue.

There is another detail that can not be ignored. It was founded in 1858 in Messi general merchandise store. It was not until 2010 that it explicitly put forward the integration of online and offline resources, and took e-commerce as one of its important channels.

The premise of making this strategic adjustment is that the proportion of exclusive brand and limited sales brand in Messi's department store is close to 50%.

The Messi department store, which integrates terminal resources, can sell goods directly from the line to the consumers. The physical stores also have the function of logistics warehouses.

Messi store self brand is run by its wholly owned subsidiary, Messi commodity company, which is responsible for the design, development, marketing and so on.

Messi commodities company has a large number of designer resources, and long-term cooperation and good interaction with garment manufacturers.

A competent department store can be like a department store.

Expand self employment as well.

At this stage, we do not understand the design, manufacturing, logistics, it is very difficult to do our own business.

Of course, ordering from suppliers is also a good model.

But first and foremost, your store must reach a certain size and order quantity.

If I have 50 department stores, and each store has a self operated cabinet, each self operated cabinet will make 200 thousand sales per month, which will have 10 million sales per month and hundreds of millions of sales per year.

Only in this way can we talk about cooperation with manufacturers.

Similarly, the single product management is also based on whether the department stores own proprietary commodities, and there is no need to manage single products without self operated products.

Single item management is a very complex project with great volume of work. Taking clothing category as an example, only one brand, there are several seasons of goods, bar code up to hundreds of thousands or even millions, and entry time is laborious.

Besides, the display on the front row of the department store counters.

It's easy to sell, and after the sale, the supplier goes to other seasons.

Selling is a reasonable condition. Customers often see the same laundry detergent in the supermarket. He takes it for granted.

If you go to a department store all year round to see the same clothes, he will feel crazy.

Such a simple consumer psychology do not understand it?

Standardized products first went to supermarkets, then entered professional stores (home appliance chains, etc.), and these formats were stripped out of department stores long ago.

Then, the standardized products entering our department store are less.

Personalized merchandise is our main commodity, which is the room for us to develop.

In China, department stores are platform operation modes, and they operate brand management counters. Therefore, it is the most efficient way to hand over the single brand management of the joint brand to the brand operators.

Any supplier who does not want to be tied up by a single channel must consider OandO and interact online and offline.

Supplier line management is itself a single product management, so there is no increase in workload on line.

However, if we want to do "the same price" or "sewer", which city should the offline store open in? How many shops are open? What platform does the online store open? Or do we build our own platform? What commodity do we sell? Different brands and different stages need different strategies.

Starbucks sells coffee online under the selling line, and the same price on UNIQLO line is the sample of different commodities or price strategies.

No supplier is willing to be tied up by one channel. They will consciously cultivate their own sales channels.

If all the suppliers go online, we will die.

Before that, we should think about what the suppliers need and what the consumers need, then do our platform well and serve well.

The department store is a platform business. Tmall, Jingdong and vip.com are also platform providers. We work together to maintain the platform well and maintain their respective customers.