Mai Bao used Taobao to borrow chickens to lay eggs and borrow boats to go out to sea. After big waves, it finally became a shining "Amoy brand". Now, wheat bags have become the benchmark for many online and offline enterprises. How did the wheat bag break into a butterfly? How to solve the pain brought by promotion to the brand? The following is what I arranged for you. Welcome to read!

Rapid marketing: a great campaign to launch the whole network marketing

Wheat bags did not satisfy their role of "brand scouring", but further developed the advantages of low cost, wide audience and fast speed of the Internet, and staged a "quick marketing" drama of the whole network.

At present, the mainstream practice of B2C enterprises is to lead users from all directions to their own official website or B2C platforms through various online marketing methods, and then uniformly process and distribute orders. Different from this traditional practice, wheat bags follow the "everywhere" policy of blooming everywhere. Founder Ye Haifeng's explanation of "anywhere" is: "Where there are consumers, we will go to sell bags." Where there are people, there is a market, and where there is a market, there is business. Based on this, wheat bags are widely distributed to meet people's consumption habits, but in the channel construction on Taobao, the successful "ready-to-use" wheat bags have not been ignored. There is no distinction between official channels and Taobao channels. The flagship store of wheat bags still attracts a large number of Taobao buyers, who play an equally important delivery function. In fact, in addition to the official platform and Taobao, wheat bags have further broadened the delivery surface, and firmly occupied the throats of major lines through cooperation with a series of online shopping malls such as McCawlin, le cool Tian and Dangdang. On the one hand, the way that wheat bags enter the online shopping mall effectively enhances its popularity and allows more online shoppers to understand and recognize this brand; In addition, you can also make full use of the huge traffic gathered in online shopping malls to maximize the potential customers.

In addition to building shipping channels extending in all directions, wheat bags also integrate many resources for brand promotion. The first is the rebate website. Rebate website is a channel with low cost and stable effect, and its value lies in creating new customer flow for developing B2C enterprises. In order to enable old users, mature B2C platforms also have a certain degree of "rebate" demand. Through cooperation with rebate websites such as Return.com and Yigou.com, Wheat Bags provides consumers with a rebate of 10% ~ 15%, and quickly imports the traffic from the rebate websites into the official platform. Relevant information shows that the current customer conversion rate of rebate websites is 25%, which is more than 20 times that of domestic ordinary websites and nearly 3 times that of Taobao. It can bring a return of 1: 100 to B2C enterprises, which proves that it is wise to put wheat bags on the rebate website.

Secondly, the official blog and maltose fashion forum were opened by using online communication tools. As an important propaganda position of wheat bags, official blogs spread the brand concept of "fast fashion" to the information audience in the form of pictures and texts, and constantly enhance consumers' sense of value recognition of wheat bags. Maltose Fashion Forum is the base of wheat bag fans. Here, "maltose" can keep abreast of the latest information in the fashion industry and master the fashion trends. Through this form, wheat bags can share their life and enjoy fashion, strengthen their emotional connection with maltose, and improve consumers' adhesion to the brand of wheat bags.

Rapid supply chain: developing a new order-driven system

In recent years, the rapid development of e-commerce has led to frequent "explosion" incidents. Supply chain is becoming a short board that restricts the development of e-commerce, and it is also a key link for e-commerce enterprises to widen the gap with their rivals and build their core competitiveness. For wheat bags that are committed to creating "fast fashion" bags, the construction of supply chain is still centered on "fast".

In 2009, Ye Haifeng began to attract talents after the wheat bag received the A-round investment from Lenovo and DCM. Qiu Yudong, former vice president of Dangdang, took office. The first fire after he took office was the upgrading of the supply chain, and the learning benchmark was directed at Wal-Mart, the world's largest retailer.

In supply chain management, Wal-Mart adopts QR *** quick response * * * mode. QR model brings customers, sales agents, suppliers and other cooperative units into its own production system, establishes partnership with them, and shares and exchanges enterprise inventory information, sales information, production information and even cost information. Combining QR mode and its own characteristics, wheat bag has created a unique supply chain management mode based on online order-driven production management, namely M2C*** factory-to-terminal * * mode. Every link of wheat bags from purchasing, production, warehousing to logistics and distribution is driven by online orders, which not only speeds up the response speed of each link, but also effectively reduces the inventory. At present, the average monthly inventory of wheat bales does not exceed 1%, and the inventory cycle is shortened from 12 weeks to 6 weeks. Wheat bag packages a product, from putting it on the web page, to placing an order by the customer, and then to logistics. The processing time of each order does not exceed 10 minute.

"Fast" has become the core competitiveness of wheat supply chain, and this advantage has extended the package to fine management, cost control and other aspects. This supply chain system makes the wheat bag not only serve as an online sales platform, but also play the role of an online marketing expert. It does not simply provide a product sales channel for suppliers, but uses its huge database to transmit information such as consumers' clicks, sales and post-purchase feedback to partners, so that they can understand the market situation and grasp the changes of consumers' behavior. The rapid supply chain of wheat bags not only well supports its "fast fashion" positioning and "fast marketing" means, but also maintains a good linkage relationship with upstream and downstream partners to achieve a win-win situation.

Go into battle lightly and emerge from the cocoon.

Wheat bag used to be an enterprise specializing in OEM production of luggage. With the decline of OEM gross profit margin and the intensification of homogenization competition, enterprises began to transform from OEM enterprises to brand enterprises in 2007. However, the brand road of wheat bags is not smooth. At first, in addition to establishing its own B2C website, Wheat Bags also opened 60 chain stores nationwide in the form of joining, adopting a combination of online and offline. However, the input-output ratio of physical stores is very unbalanced. At this time, wheat bags quickly changed their business ideas, from this "heavy" physical model to an increasingly "light" online model, and turned their strategic attention to Taobao, which occupied 80% of the online shopping market at that time.

This step taken by the wheat bag made it successfully escape the disaster that the brand was submerged by the Internet in the early days of its establishment. With the help of Taobao, wheat bags have accumulated high popularity and tens of thousands of buyers in a short period of time, reaching a sales scale of tens of millions or even hundreds of millions. With the successful operation of "Rubik's Cube Bag", the wheat bag brand quickly became popular on Taobao and became a member of the "Amoy Brand" family. However, the wheat bag did not stop at the "Taobao brand". It further took advantage of Taobao's wide information audience, pushed its own independent B2C platform and brand to the market through Taobao, borrowed a boat to go out to sea, and successfully "scoured out" and became the largest B2C company for luggage in China.

E-commerce of luggage is fast and unbreakable.

Throughout the development of wheat bags, from the initial low-profit OEM production, to the sale of high-quality and low-priced online goods, to the formation of its own style of "Amoy brand", and finally to the high position of today's e-commerce benchmark enterprises, wheat bags have embarked on a unique road from traditional industries to Internet brands, and it is its business model with "fast" as the core that supports them all the way down.

Fast Fashion: Creating a New Mode of Fast Fashion

At the beginning of their establishment, most brands need to travel around and spend money on publicity in order to rapidly expand their influence and occupy the commanding heights. However, for many e-commerce companies that have just started, thin funds are precisely the biggest dilemma they face, and wheat bags are no exception. After the transformation, the wheat bag does not have enough funds to fully promote its own brand. Ye Haifeng changed his mind and chose to be a well-known online channel provider first. With years of experience in the traditional luggage industry, wheat bags quickly gained the online sales rights of more than a dozen internationally renowned brands such as Goldlion, Pierre Cardin and Mickey.

Up-docking well-known brands, wheat bags play the role of a channel provider, but wheat bags will not be satisfied with the role of a channel provider, but extend their own brands downward through authorized agents and other channels. This two-way channel extension model not only makes the platform of wheat bag expand rapidly, but also paves the way for the extension of its own brand. At present, more than 40 sub-brands of wheat bags are sold online at the same time, with more than 65,438+0,000 items, and their own brands account for 70% of the total sales.

With the accelerated pace of life and the change of people's consumption concept, luggage is no longer a functional product simply used to hold items. It continues to expand into the field of decoration, and together with clothing and shoes, it has become a carrier for consumers to publicize their individuality and express their fashion. The essence of fashion industry is "fast" or "quick imitation". ZARA, an internationally renowned fashion brand, is a typical example. The shelf life of each ZARA product is no more than 3 weeks, and replenishment is no more than once. Wheat bag is a micro-innovation based on ZARA model. Now, wheat bags will launch 30 new bags every day, and the inventory cycle is 6 weeks. Committed to creating a new fast fashion model in the luggage industry, and providing China consumers with brand fashion bags with high cost performance.

In order to meet different levels of consumer demand, wheat bags are segmented from age, category, region, style and other aspects, and the multi-brand strategy adopted basically covers all the needs of different target consumers for luggage. At present, Wheat Bags has a 12 team, which is responsible for the research and development of different brands. For example, the "flying" that emphasizes the "cute" element mainly attracts little girls under the age of 25; "Alpha", which takes the classic style route, focuses on the * * * market of 30 to 40 years old; "Gorbun" is positioned as an elite group of business men who pursue simplicity and classics. This multi-brand strategy not only meets the needs of various consumer groups, but also expands the market occupation space, leaving fewer and fewer blank markets for competitors and building brand barriers for competitors to enter.

Where is the road to brand summit?

The "unpacking" of wheat bags has been a success and has become a brand that leads the fashion of bags in the world. However, with the further expansion of enterprise scale, some staged tactical problems have gradually emerged. Therefore, the wheat bag should adjust its phased development strategy in time, and only in this way can it ensure the smooth realization of its strategic objectives.

The sorrow of promotion

In the high-speed growth period, promotion is the best choice for wheat bags to effectively convey their brand concept of "fast fashion" and quickly seize consumers' mental resources. However, at present, the promotion method of wheat bags is too simple, which is basically limited to the scope of price promotion such as "preemptive price, shocking price, limited time snapping price and special price area", and various price promotions continue. What is more noteworthy is that this kind of price promotion is not a short-term behavior, it has become a tool for the long-term consumption demand of wheat bags.

We know that price is an intuitive and perceptible factor when judging the quality of products. Consumers generally have a cognitive model of "high price = high quality". Price discount can effectively * * * consumers' demand within a certain range and make them have purchase intention, but when the price drops too much, consumers will doubt the quality of products, thus damaging the perceived quality of brands. In addition, if the price promotion strategy is used repeatedly for a long time, consumers may doubt the price of the product and think that "this is not the lowest price", resulting in a wait-and-see mentality, thus causing the "lag" of purchase and making the price promotion strategy lose its short-term incentive effect.

In the market development period, the price promotion strategy can really help enterprises to expand sales and seize the market quickly. However, with the gradual maturity of the brand, rampant price promotion will undoubtedly damage the long-established brand rights and interests of enterprises, which is not conducive to the further growth of the brand. So don't rely too much on price promotion. In fact, wheat bags should focus on non-price promotion and long-term brand building. Haagen-Dazs presented exquisite foods such as "Waltz Romance" and "Gathering Together" to consumers for free, and launched the romantic adventure of "Haagen-Dazs Global Traveler", emphasizing that Haagen-Dazs sells romantic feelings instead of ice cream, which strengthened the unique association of the brand. Wheat bags should design and plan some non-price-oriented activities and events according to the characteristics of subdivided brands and the needs of target consumer groups. This will not only damage the perceived quality of the brand, but also bring some unexpected surprises to consumers, increase the purchase pleasure, cultivate and consolidate the brand's unique association and enhance the brand's rights and interests.

The pain of brand

Brand segmentation can certainly help enterprises to respond to market demand in a targeted manner, but for an enterprise brand that is not fully mature, the rapid pace of brand expansion is not safe. As an emerging e-commerce, the publicity of wheat bags is almost always around the corporate brand of "wheat bags". Although there are more than 40 brands of wheat bags, there is little publicity about them, and most consumers are directed at "wheat bags". It can be seen that consumers have not established real loyalty to the brand of wheat bags. They buy a bag only out of preference for its style or price, not out of brand loyalty.

Comparatively speaking, P&G's multi-brand strategy is more brilliant and successful. P&G owns four shampoo brands: Rejoice, Pan Ting, Head & Shoulders and Sassoon. Whether in advertising or product packaging, it is to strengthen product brand and weaken enterprise brand. The popularity of each product brand in the market is much higher than that of Procter & Gamble. Each product brand occupies a specific mental resource in the minds of consumers, while the corporate brand "Procter & Gamble" takes a back seat.

Only a giant like Procter & Gamble, which lacks neither funds nor channels, has developed four shampoo brands, which shows how much investment a successful and popular brand needs and how long it takes to accumulate. It is imprudent for wheat bags to include more than 40 brands in such a short time. Overwhelming advertisements can let consumers know that there is a bag seller called wheat bag. If we only rely on high quality and low price to stimulate consumption, then when another platform with better quality and lower price appears, consumers will not hesitate to abandon wheat bags. When a brand lacks strong loyal customers as support, the brand is in crisis. Therefore, wheat bags should slow down the expansion of brands in quantity, gradually shift the focus to the construction of quality, and change from a demand-oriented market management strategy to a brand-building mental management strategy. Only in this way can we cultivate consumers' brand loyalty, effectively avoid brand homogenization and be invincible in the market.

At present, the average daily sales volume of wheat bags has exceeded 10,000, and the monthly sales volume in Taobao alone is nearly 10 million. It can be predicted that this attractive market will attract B2C giants such as Dangdang, JD.COM Mall and Vanke Eslite, which are constantly expanding their categories. In this regard, Ye Haifeng said: "Wheat bags are not interested in other fields, but in the field of luggage, others don't want to touch our cheese. Our vision is to let China lead the world in luggage fashion. " It can be seen that in order to realize this vision, wheat bags will face many new challenges, and how to face these challenges remains to be seen.