Solving the conflicts between physical channels and e-commerce

In the context of the economic crisis, the real economy is in full swing and e-commerce is unique. It is a bit of the meaning of “march before the disease”. In 2009, the transaction volume of e-commerce in China was about 4 trillion yuan, which has become an important economic power.

However, the majority of hardware companies are still waiting to see e-commerce, or as a scourge. Among them, the most important reason is that: based on severe market competition, hardware companies have established a complete set of relatively complete and have a strong competitive tradition The business operation system, including the channel system and customer relationships, therefore, fears that the emerging e-commerce will impact and harm the traditional operating system, so it is simply rejected.

In fact, first of all, e-commerce is the choice that most companies have to choose (because the business environment is changing: your customers are online, your partners are online, your competition is online...) While forcing companies to adapt to a new environment, rather than turning a deaf ear to new ones, electronic commerce and traditional commerce are not purely competing. When properly handled, they will be coordinated and even complement each other, giving play to 1+1. The integration effect.

From the current point of view, there are multiple models that can achieve the "harmonious" development of traditional channels and e-commerce:

Mode 1: brand segmentation mode

The core of this model is to set up brand-new brand, product and service for network sales, making consumers unable to compare with the original brand's products and services, and realize the concurrent development of e-commerce and traditional brands.

Mode 2: Product Segmentation Mode

This model is to adopt the online and offline channels to sell different products separately, and to differentiate between online and offline channels through differentiated products. When Li Ning sells online products, it sells its own products on the official network. Offline channels adopt product differentiation strategies and maximize the advantages of traditional channels and e-commerce to avoid conflicts.

Mode 3: Order Segmentation Mode

This mode is mainly based on the size of the order of online and offline segmentation, online processing of small orders, if you encounter large orders or let the appropriate (for example, nearest) Dealer deal. This is a good balance in the interests of dealers At the same time, it can take advantage of e-commerce.

Mode 4: Regional Segmentation Mode

The core of this model lies in the division of online and offline by region, and online only accepts regional customers that cannot be covered by traditional channels. This mode is the best choice especially when the growth stage of enterprises or the limited coverage of ground channels.

Mode 5: Segmentation of transactions, collaborative mode

This model is a typical powerful combination of models, can achieve the traditional stores and e-commerce synergy and complementarity - online orders, traditional channels to complete orders. The main site for product, brand promotion and access to orders; if orders, According to the area where the consumers are located, they are automatically allocated to the corresponding offline stores to bring benefits to the stores. Once the orders are successfully acquired, they are automatically assigned to the corresponding physical stores according to the user's delivery address, and the physical stores deliver and complete the orders. Realize the benefit-sharing coordination of online stores and stores.