Mainland Clothing Electricity Providers Should Learn From Taiwan'S Experience In E-Commerce

Compared with the tens of thousands of employees, only more than 300 people, the per capita sales performance is 10 times that of the customers, and the current sales have reached 1 billion RMB.

Among the top 100 Taiwan websites, seventy-fourth jumped from last year to twenty-eighth.

Mention the mainland clothing business enterprise, you may think of several key words: promotion war, burning money, huge loss and pformation and so on. At present, no one has claimed that it has been profitable, and is still fighting for the seemingly huge market cake.

However, Taiwan's

The clothing brand has been chopped all over the world and has attracted much attention from the business people. It is known as the Uniqlo.

In the mainland market, when it comes to clothing business, first of all, we will think of all customers. It was also founded in 2007, with sales revenue of 2 billion yuan in 2010, and only 3 billion 500 million yuan in 2011, with a total loss of over 700 million.

However, the mainland's "business stars" are somewhat overshadowed by comparison.

You know, at the end of last year, the total number of employees has exceeded 10000, only 300.

The number of customers is more than 30 times, and sales are only 3 times more than that.

Why can we achieve such a success in the market of about 20000000 population in a corner of Taiwan? What experience does it deserve from domestic electricity suppliers?

The success of Zhang Weiqiang, the founder, is summed up as "simple and focused". The product is almost always sold for the whole year. It only makes some adjustments in color, print and a few print patterns, and never adds accessories such as fringes and lace to the fashion, so it can focus on the quality and operation of clothing.

The following are the main factors of your success, including product quality, logistics system, sales way, advertising strategy and staff motivation.

Product quality control: do

The importance of quality and comfort is self-evident.

Zhang Weiqiang traveled all over the northern and Northern Dynasties to find suitable manufacturers.

In addition, there is a special rule to ensure that the clothes handed to the customer must be washed by water to ensure that the user will not shrink greatly after wearing, and really control clothing quality from details.

Therefore, 80% of the old customers repurchase rate.

Ingenious emotional operation: the lack of offline store attaches great importance to the emotional communication with customers, so the language is tactful and affable, so as to create a good reputation as a fashion brand.

No self built Logistics: because of the small size of Taiwan, there is no need to invest heavily in building the logistics system, thereby saving a lot of money.

Compared with this, customers spend more money on logistics.

Statistics show that in 2011, the total area of the self built warehouse was more than 400 thousand square meters. The data disclosed in its IPO documents showed that the price per customer was 108 yuan, and the logistics cost was as high as 14.5 yuan.

After barbaric growth, customers now have to lay off huge numbers of staff such as Feng Da, thereby saving logistics costs.

The sales method is flexible: not only online, but also with Taiwan Yahoo!

In addition, it also makes use of Taiwan's highly developed sales system including supermarkets and convenience stores, including 7-11, so that customers can choose to shop online and pay in retail stores. These initiatives not only greatly broaden the sales channels, but also reduce their related costs in logistics to the greatest extent.

It doesn't depend on advertising: according to Zhang Weiqiang, 80% of 100%'s performance is relied on the repurchase of old customers, and only 10% of them are brought by advertisements.

Reward employees: Zhang Weiqiang is not stingy in terms of staff motivation, and the employee's year-end bonus in 2010 is at least 10 months' salary.

In 2011, Japan and Spain parity.

In the case of Taiwan, the performance has increased by 2.5 times. For this reason, he decided to reward senior senior cadres. The year-end bonus is above 40 months' salary, and the average executive has 8 to 12 months' salary bonus.

It does not depend on external investment: it is entirely based on founder Zhang Weiqiang's own funds, so it can operate autonomously.