La Natsu Bell'S New Way To Solve Industry Problems

Online, offline, different products, different prices, different team operation of the "differentiation strategy", once many clothing brands successfully beheaded the Internet market, but the "left and right hand to beat" marketing strategy in the long run is nothing but self mutilation.

Shanghai La Natsu Bell apparel Limited by Share Ltd (short for "La Natsu Bell"), after accumulating energy for 16 years, attacks the online market in an all-round way, trying to get out of a different way to integrate O2O.

Starting from the line of La Natsu Bell Tmall store in August 2014, after more than half a year's trial, La Natsu Bell O2O not only broke through the industry's chronic diseases on the integration mode of online and offline, but also achieved remarkable results from the data released in December.

In 2014, the amount of online pactions on double 11 and double 12 was about 25 million yuan and 12 million yuan respectively.

Double 12 days, group sales platform (excluding online platform) turnover of about 100 million yuan.

How did La Natsu Bell achieve this in less than half a year?

Different e-commerce platform: no stock, no sales, no shipment.

Founded in 1998, La Natsu Bell's main public casual wear is mainly designed, branded, promoted and sold as the main garment and production outsourcing. There are 10 brands of men's wear, women's wear, children's wear and high school.

By the end of 2014, there were more than 6000 direct retail outlets in more than 30 provinces across the country, covering 1900 shopping centres and shopping centres.

Its marketing strategy is to cater for most consumers to follow the trend of brand name and fashion tattoo clothing, seize the most fashionable several kinds of explosions and several colors to sell all regions of the country, and promote fast sales of fashion clothes with 6000 direct line stores and online stores nationwide.

Before testing water O2O, La Natsu Bell tried to open shop online, but there were few results.

La Natsu Bell, executive director, assistant director and senior executive vice president of Hu Gang, joined La Natsu Bell in June 2014.

The pain point, boldly proposed in La Natsu Bell test water O2O, open online and offline, to provide customers with a full channel convenient shopping experience.

Before that, many traditional clothing platforms had been trying to develop e-commerce and O2O mode, but most of the enterprises had set up different products, different prices and different operation teams for online or offline businesses, or regarded online channels as the "tail cargo promotion platform" for offline stores.

La Natsu Bell's policy for e-commerce platform is: no stocking, no sale, no delivery, its function is to serve and place orders.

Online, offline unified weekly New 30~50 new products, the same price at the same time, unified in a warehouse for a time delivery, what is sold, what is ordered on e-commerce platform, the computer system is automatically allocated to the local offline stores to deliver goods; large-scale sales promotion activities are launched online and offline, and will not be treated differently; online and offline mutual drainage, that is, online for the line to attract traffic, offline delivery; every shop under the line is posted online store information, and encourages offline to online.

In June 2014, La Natsu Bell launched the O2O strategy, which was put on trial operation on Tmall 29 on June 2014. In August 9th, the official flagship store of Tmall Tmall officially opened.

In February 13, 2015, La Natsu Bell announced that he had already established a share pfer agreement and a capital increase agreement with the famous Chinese online apparel retailer, Hangzhou dark Agel Ecommerce Ltd (known as the "seven grid" brand, hereinafter referred to as "seven grid"). After the paction is completed, it will have a seven stake of 54.05%.

The acquisition will rapidly enhance La Natsu Bell's online ability.

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In the first half of the year, La Natsu Bell will also realize the online scan product two-dimensional code, you can find all the online data of the product, including whether the warehouse has goods, or do you have the product, size, color, and other related recommendations such as your favorite in the nearby stores. The online members can also use the integral points and the shopping coupons online. The online coupon can also be used online. The online purchase can also use Alipay and other electronic payment methods, without money or without cards, can also be used to consume, from which to get through the online and offline traffic, open up members, open up payment, offline stores and e-commerce platforms are completely unbounded, and consumers can achieve seamless shopping in La Natsu Bell. According to Hu Gang, 2015

Counter trend expansion direct shop: store pformation logistics storage

In order to support the distribution of goods on the line, La Natsu Bell took 311 stores in 25 provinces of China as the main field of O2O delivery, which can be shipped directly from the nearest stores of the receiving address of consumers.

In November 11, 2014, La Natsu Bell participated in Taobao double 11 for the first time, with online sales exceeding 25 million yuan, and 311 stores in 25 provinces accounted for more than 70% of the total shipment. Most of the stores were completed in 36 hours.

On the double 12 day, online sales amounted to 12 million yuan, 311 stores accounted for 85% of the total sales, 90% orders were completed in 24 hours, and all delivery was completed in 48 hours. On the same day, the total daily turnover of offline stores (excluding online sales) was as high as 110 million yuan.

In the traditional clothing channel sales, from Monday to Friday working day is the off-season sales of offline stores, Saturday and Sunday are the selling season of offline stores.

After O2O pformation,

Offline stores can pform logistics distribution from Monday to Friday to meet the distribution needs of online orders.

In the past, a shop or online order was broken down, and it had to be pferred from other stores. After the total warehouse and the stock of each store were opened, so once a shop or line broke down, the goods could not be pferred directly, and they could be sent directly to other stores by direct delivery or delivery.

For cross regional returns, the unified allocation of inventory also reduces inventory waste and logistics cost for offline stores.

In line with the smooth progress of the O2O strategy, La Natsu Bell integrated the offline and online channels into a full channel project team to ensure O2O's promotion from the organizational structure. An effective performance appraisal mechanism was also set up, for example, when the offline store accepts a 200 yuan online order, the online and offline total performance is 200 yuan.

Once a store is out of stock, the two stores have a total performance of 100 yuan from the other stores.

Effective performance appraisal mechanism also ensures the smooth progress of O2O strategy.

In the view of Hu Kong, as La Natsu Bell's offline stores are all self-employed, unlike other clothing brands, there are a large number of agents and franchisees, so they do not need to balance the interests of franchisees, agents and other channels.

If other brands want to O2O, they must establish an effective profit distribution mechanism between direct agents, agents and franchisees.

With the smooth progress of the O2O strategy, unlike peers who have been fighting online and wantonly closing down the stores, La Natsu Bell has been expanding the outlets directly, constantly grabbing the shares below the line and optimizing the service of stores. Hu Gang said:

In addition to the deliveries of offline stores, La Natsu Bell also built a large scale logistics base and worked with China.

Cooperation, strictly control the delivery time, delivery process, packaging, distribution efficiency and so on.

"In the future, with the further development of O2O strategy, there will be more offline outlets to achieve full channel sales, better location optimization, and warehousing and logistics system, which will be a major challenge for us."