It Is Impossible For Anyone To Reproduce Their Business Routines.

< p > in 2012, a href= "http://www.91se91.com/news/index_c.asp" > van guest /a > made a major pformation, and finally began subtraction, which allowed all guests to survive.

Most of the e-commerce companies that used the "carrying capacity to reverse suppliers" failed before the first two years.

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< p > everyone should be quite comfortable on this new year's day.

Began to stock up with the media in 2012.

There is no doubt that flannel shirt is one of the highlights of this story.

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Behind the P flannel shirt, everyone went through a breathtaking 2012.

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The story of < p > fan's story is two paragraphs. The front was founded in 2007 to 2011, followed by 2012.

In the preceding story, every customer, like all other electronic commerce websites, is driven by capital and concept, and runs to the speed that he can do fast enough to snowball.

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< p > 2011 is a turning point, the so-called "electricity supplier cold winter".

In fact, there is no industry wide disaster.

In some vertical areas, the balance between production and consumption has been broken by electric providers.

The weakest part of the whole system is the electricity supplier, so they are unlucky.

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< p > all sales businesses are formed around the relationship between supply and demand. Demand is reflected in different sales terminals, such as restaurants turning over the counter, selling the trade volume.

Electricity providers are looking at traffic.

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< p > Internet attribute makes the electricity supplier have a three yuan paradox of "traffic conversion rate turnover".

For physical sales, there is an absolute positive correlation between turnover and turnover volume.

Because there is a threshold for their pformation - all people who go shopping have potential shopping needs. What businesses need to do is persuade consumers to release the demand.

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< p > but for the electricity supplier, the flow from all kinds of entries is not necessarily related to shopping demand. For example, users from the QQ chat window to the customer page do not really want to buy T-Shirts or shirts.

Because this demand is not related to traffic, the relationship between traffic volume and turnover is very complicated.

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< p > but considering the development, valuation, investor relations and other aspects of the electricity supplier, the flow will certainly be regarded as a standard for strategic assessment.

This brings another problem: traffic forced suppliers.

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< p > when the traffic is bursts, the electronic commerce website will definitely put forward higher demand to the upstream suppliers, determine the quantity of the purchase with their own simulated paction volume, and then try to sell them in various ways, such as price reduction promotion.

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< p > of course, the actual situation will be more complicated.

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< p > then what happened in 2011? Part a href= "http://www.91se91.com/" target= "_blank" > clothing < /a > a href= "http://www.91se91.com/" target= "http://www.91se91.com/" > shoe upper class suppliers.

The reason is very complicated. It's not something we need to worry about.

In short, problems such as production reduction and capital turnover make suppliers reluctant to credit, and cash in cash.

It is not obvious for a long time entity seller to feel this. The storefront needs cost, and what is pressed is visible.

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< p > but the inventory management of the electricity supplier has become enormous pressure, because this is the matter of real gold and silver.

A decision system may be completely different.

This confusion has caused a large number of electronic business enterprises to mess up, and subsequently affected the judgment of capital in this field.

The chain of distrust passed on, causing a minor disturbance in 2011.

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< p > all visitors are also affected by this storm.

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< p > all customers before 2012, like other e-commerce websites, bring upstream suppliers with traffic.

With sufficient supply, this approach worked.

Equivalent to "I have nine million fans, you have to let me in".

So most of the customers focus on increasing the traffic volume - almost all of the e-commerce enterprises do the same.

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< p > for flow considerations, customers have introduced all kinds of commodities, and there are all kinds of calculators and guest mops.

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< p > but these strategies were hit by a nail in 2011.

One situation is that the supplier says no cooperation, then you sell ten mops. Do you love it or not? You have ten thousand of the PV on the mop page, I only provide ten, others let the customers wait, or buy elsewhere; the other situation is ten thousand calculators, and pay for the goods hand in hand, and you take the goods away, regardless of my business, you only sell ten units a month, regardless of my business.

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< p > of course, these two are examples, and the actual situation is obviously more complicated.

This brings all customers into the vortex of "management".

This is not what everyone is good at.

So by the end of 2011, the whole supply chain system could be a mess.

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< p > fortunately, all the guests did not hang up and they lived in 2012.

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< p > according to the official saying, all customers made organizational restructuring, reduced SKU, refined management, improved quality and so on in 2012.

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< p > in short, it is one thing: Chen began subtraction.

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< p > as a relatively mature team, customers begin to focus on one thing at a time and dominate the whole supply and marketing process in this matter. This is not a big problem.

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This is what P's T-shirt is like, that is, Han Han's "positive energy does not matter".

In the marketing momentum, the growth curve of terminal sales can be basically implemented, and then several factories with limited data area are required to be fully produced and supplied with a limited number of designs.

This is a thing for the guests of 2010.

After that, the sales of all canvas shoes were excellent.

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< p > and in 2012, all customers except this routine no longer use other routines.

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< p > flannelette shirt, for example.

When all marketing power is concentrated on this single product, everyone has a bargaining chip in the upstream.

And it is the feedback from upstream channels that makes everyone and UNIQLO stand on the same arena.

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< p > there are still some stories about flannel shirts, which can be directly excavated from all the guests, such as the story of factory building in Bangladesh, such as the market competition of Lanzhou shirt, such as the global journey of lanrong shirt.

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< p > in the second half of 2012, everyone claimed to start a war with Youiku, which was a unilateral declaration of war. Until everyone started producing the light down eider made by Youiku, Youiku had to take the secret in the dark.

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< p > light weight > a href= "http://www.91se91.com/news/index_f.asp" > down coat < /a > is made jointly by UNIQLO and Dongli, Japan, which is very useful for winter in southern China.

It's half a new form of clothing.

And the customer's practice is to cooperate directly with Dongli, Japan, which is more affordable than UNIQLO.

Then fight.

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< p > If UNIQLO takes over, it must be defeated.

Because customers have no stores, the operating cost is definitely lower than that.

And if you play Internet advertising and marketing, UNIQLO is not acclimatized in China.

So people seem to have ignored it.

Of course, on this single item, it is certain that the year-end report may not be able to achieve the expected result.

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< p > there are many similar practices in the second half of last year.

For example, behind the UGG, under the top monopolistic Australian fur material, which is monopolized by UGG, get a batch of raw materials close to UGG, and then start pushing their own brand of snow boots.

It's also a way to push the strength of the whole staff, but you can see that it is too hard to force UGG.

Under the limited supply of suppliers, the bargaining chip of everyone is not enough.

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< p > in short, all the subtractive customers survived in 2012, and the XX, XXX and XX of other customers were hung up.

In fact, all customers are also facing the risk of hanging up. Fortunately, the time is long and the foundation is thick.

But everyone's experience of subtraction has not been popularized. Everyone is learning how to drive upstream traffic volume. This is not a good case.

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< p > in other words, the customer is really a bad head. If you still stare at the founder of the research, you should be careful.

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< p > carrying the traffic force to push this kind of thing, selling 3C products is OK.

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It is impossible to copy the story of P.

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< p > this great reversal is far more exciting than what I said, but all kinds of internal conditions still need to wait for the parties to come out.

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