The three modes and six misunderstandings of paints entering into e-commerce

In the past two years, the sales volume of Dulux and Nippon on the 11th day was close to 10 million, while Dulux's double 11 single-day turnover exceeded 10 million in 2012, which is even more a result of the national paint companies' desire to get a share. . However, the existence of the prospects does not mean that the paint companies must be able to eat this piece of cake. They are not prepared, have no strength, and do not have long-term plans and plans. Many paint companies have also embarked on e-commerce journeys. The market leader who was once a well-known paint brand once said that water and electricity companies need business owners to loosen control over their power. They need a complete team, rather than the traditional business owner thinks, one must not only do Taobao art work. , but also to do product descriptions, but also operate Taobao. We can see that there are no long-term plans for investment and key investment, and it is difficult to play with e-commerce. This is a common problem in the distribution network of traditional enterprises.

The six misunderstandings of paint companies' participation in e-commerce:

Awareness is not enough. If branding is the profit point that many companies have been looking for in value-added for many years, e-commerce is the new profit growth point for companies in channel reform. Emphasis should be placed on e-commerce as much as branding. Companies that do not have brands do not do well with online channels. Enterprises that do not have good network channels will not own brands in the future.

Lack of overall planning. The network channel is to start a new business again. The biggest factor is the accumulation of brands when doing traditional channels. However, does e-commerce need to make money? Rely on what money? How to make money? How to promote? Do you want to outsource some of your business? Etc., etc., are all system problems and require overall planning. They are not responsible for the middle level and must be incorporated into the company's annual plan.

The direction of hair force is wrong. In order to stimulate sales? Or for brand promotion? Taking Sanquan Foods as an example, selling online dumplings can not be used as the main direction for Sanquan Foods, because its traditional channels are abundant, products are not scarce, and the second is not cheap. Consumers buy enough under the line. If you are looking forward to brand rejuvenation, you might as well try to use online channels as a carrier for marketing and word-of-mouth communication.

Lack of understanding of online shopping models. The traditional enterprise layout network channels and individuals do different online stores, companies have dealers, wholesalers, how to take care of? More specifically, the online shopping model is different from traditional sales. How to price online products? How to distinguish from offline? In addition, how to display pictures? How does the model show? How are the details outstanding? and many more.

Lack of professionals. Most traditional enterprises do not have e-commerce professionals. In fact, e-commerce service companies have already begun to take shape. Talents can also be obtained through professional training. It is necessary to build an e-commerce team with the help of brains. After recognizing the high level of e-commerce, it is necessary to go outside the brain to assist enterprise e-commerce growth.

Traditional dealers conflict. E-commerce is the construction of new channels, not only new channel marketing, but also new channel sales, which has a very significant impact on traditional distribution channels. In addition, many companies simply do not consider making products specifically for e-commerce, resulting in online and offline product prices are not one. For many companies, serial goods are already difficult to manage, and it would be even more troublesome if the products are sold online and offline. How to avoid the traditional distributors' conflict or cross-border behavior? Wang Yongbo believes that online and offline division of product models, and even play the company's sub-brand, double-line to go, since it is to start a business, it is necessary to be independent.

The three major modes of choice for paint companies to participate in e-commerce:

The traditional enterprise layout network channels, according to their goals and resource allocation, are divided into three modes, namely: channel mode, brand mode, and platform mode.

The first is the channel model. Many traditional enterprises are involved in e-commerce. Their purpose is only to open another new channel and to operate e-commerce as a channel. This includes brands that have led brands under the line, have few channels under the line, and have small brands. Global Coatings believes this model allows companies to use e-commerce to sell, sell inventory or sell another product line. To accomplish this goal, companies must first consider how to solve the conflict between online and offline channels.

If you want to use this model, then the strategy of "backing on the trees and enjoying the coolness" is more applicable. Enterprises do not need to spend a lot of money to build their own e-commerce websites, but should make more use of existing sales platforms such as Taobao, JD, Ding, Dangdang, and Pat Net.

The second is the brand model. The so-called brand model is to establish an independent brand on the Internet like PPG, BONO, and Vanke Eslite, and to provide ** products and brands for the network, and to market and promote it.

Taking this model, it is crucial for companies to position themselves and cultivate core competencies. Moreover, the establishment of such a network brand involves the entire system of electronic commerce, and the concerns and expenses that companies must invest are not much worse than the operation of a physical brand.

The third type is the platform model. The e-commerce platform model is like the Dangdang and JD.com. It is not a single brand that sells its own products, but integrates different types of products or similar products of other companies, and integrates many brands and products in one electronic device. Business website platform for sales.

In many companies that are getting electric shocks, due to lack of understanding of the platform model, I said that I would like to do imaging Dangdang and Jingdong-like e-commerce platforms to sell a variety of products. They forgot that this platform model is the most difficult model, not something that general companies can do well.

Because the platform model involves the upstream, midstream, and downstream of the same industrial chain, it also involves the integration of upstream, downstream, and industrial chains of different industrial chains. Therefore, for the platform owners, how to effectively integrate these different industrial chain entities? The core competencies and resources it needs are extremely large and it is also very complicated to operate. The greatest test for the Taiwanese master comes from "control power."

Vertical integration tests the control of the company in depth, and the platform model tests the coordination and balance of various resources and products in the horizontal direction. Tencent has established a closed platform determined by itself because of its killer QQ product. The latecomers will use new platforms that integrate more information, services, and applications to cover those closed platforms. At this time, whether the Taiwanese can control the platform can be controlled. For the Taiwanese, The biggest test.