Analysis of the characteristics of marketing cases?

Market information is an important resource of modern human society. Case analysis is an important means to obtain market information and carry out modern management. Then the following is what I have compiled. Let's have a look with me. I hope it will help.

One:

Wang Cailan: A fresh e-commerce company that Lei Jun can handle in ten minutes.

This is a fresh e-commerce company with a wide brain opening. Many practices are different from those of fresh e-commerce, and even "run counter to each other".

For example, in terms of business model, Wang Cailan chooses to be the most difficult fresh e-commerce company-vegetables * * * In contrast, fruits are not so difficult * * *, and it is a mass market. However, it is such a fresh e-commerce company that does not seem to take the usual path and has achieved a performance level of 3,000 orders per day. If it reaches 5000, it will be profitable! It can be said that this fresh e-commerce company is taking an O2O different from other fresh e-commerce.

O2O: The role of franchise stores is not just drainage.

Since it is O2O, if the vegetable basket is only online, it is not called real O2O!

Many vertical fresh e-commerce companies face a problem: it is difficult to land! If you want to open a shop online and offline, there is no doubt that you need a lot of capital and manpower investment; The terrible thing is that once offline stores don't have enough traffic, a single store can't make a profit. Whether to work for the landlord or not, O2O can't talk about it!

When many fresh e-commerce companies are afraid or hesitant to open stores, Wang Cailan not only opens stores at a very fast speed * * * It is estimated that the number of franchise stores will soon reach 2,000 * * *, and it is common to queue up for food * * *, and more importantly, there is almost no investment!

How does the vegetable basket network do it?

Since the cost of opening a store is so high, Wang Cailan simply integrates social resources and cooperates with some small shops. As long as there is traffic, it can cooperate with tobacco hotels, fruit shops and barber shops to open stores.

Franchise stores like this have three main functions: drainage, registration and recharge.

How to achieve drainage? The vegetable basket network only makes single items in shops, and it is an ultra-low-priced explosion * * * or even a flat product * * *. The purpose is not to make a profit but to drain. How low is the price? Absolutely beyond your imagination: the retail price is equivalent to the wholesale price purchased by tons in Zhengzhou Wanbang Wholesale Market. The attraction of such cheap explosives to residents is self-evident, and it is common for a single product to sell several tons a day.

Although the price is very low, it is impossible for residents to buy only one dish, but franchisees still make only one product every day, which is a typical hunger marketing.

What advantages do they have for franchisees? Low-cost explosives brought many people. The most terrible thing about physical stores is that there is no traffic.

After the franchise store cooperated with the vegetable basket, it not only drained the vegetable basket, but also drained itself. This is because a single explosive product will bring related consumption. No matter for Wang Cailan or franchisees, consumers usually don't just buy one kind of food. If consumers want more dishes, the shopkeeper can guide them to register as members of Wang Cailan.

For cooperative stores, consumers usually don't just buy food, which drives the consumption of franchisees' related products, such as soy sauce, condiments and fresh food, and achieves a win-win situation.

Of course, for Wang Cailan, the most important function of offline stores is to help him drain. Then, another factor to consider is that offline stores also sell vegetables. Then after guiding consumers to register, consumers will buy food online. Will it affect offline sales? Of course not, online and offline products are two systems, and offline stores only make single item explosions that are not available online, so there is no possibility of online and offline conflicts.

At this point, we believe that there is no obstacle to drainage, but there is still a key factor to achieve O2O-that is, profit distribution!

Jiang Xiaoyu, the founder, thinks that if there is only online but no offline, it is not called O2O.

The performance of the vegetable basket is distributed like this: if a customer registers for recharge in the franchise store, then the customer will buy the food in the vegetable basket in the future, and the franchise store will permanently participate in the profit distribution. Of course, there is a system behind it to achieve * * *, which greatly mobilized the enthusiasm of the store and achieved a win-win situation.

High-frequency contact and service quality win word of mouth

After being drained by offline franchisees and low-cost explosions, the next question is how to improve the conversion rate.

The vertical fresh e-commerce platform like Wang Cailan has an amazing conversion rate.

We randomly checked the relevant operation data of a certain day * * * 2065438+July 8, 2005 * * *: the order volume of that day was 4690, and the independent UV 9344, with a conversion rate of 50%.

How is the high conversion rate of vegetable basket achieved * * * JD.COM is 2%? 5%***? CEO Jiang Xiaoyu said with certainty: "By service!"

In the company's performance appraisal, there are only three indicators for employees: customer satisfaction, employee enthusiasm and talent training.

There is no specific sales target, just to achieve the ultimate service!

For example, Wang Cailan has created several firsts of fresh e-commerce: the first one puts forward that all fresh products have no reason to return. As long as the customer calls the service number, the problem must be solved within 30 minutes.

What if the customer refuses to replace the product and insists on returning it? Jiang Xiaoyu said: "unconditional refund, return the money to any place designated by the customer within 4 hours * * * such as Wang Cailan membership card, bank card, Alipay, etc. * * *, all for the convenience of users."

Wang Cailan is also the first fresh e-commerce company without freight. There is no freight on the website. Even if the customer buys a dime, the vegetable basket will be given away for free. Jiang Xiaoyu said, "There are really customers. I really spent a dime trying the service in Wang Cailan. Wang Cailan really did it. After a while, I was moved by Wang Cailan's sincere service and eventually became a loyal customer. "

Only 60 orders are delivered per person per day.

Cailan. com also has a very distinctive practice: the delivery man only delivers 60 orders every day, and spends the rest of the time chatting with customers, even taking care of children and repairing toilets. In order to improve the service quality and contact frequency, Wang Cailan strictly limits the service scope of each distributor: each distributor only gives 180? 240 households provide services.

You may ask: Isn't this a waste of resources? Wang Cailan has its own business logic: the higher the frequency and stickiness of meeting customers, the higher the customer satisfaction and repeat purchase rate. What is the basis of business trust? Wang Cailan's distributors win trust through high-frequency contact and help customers. Jiang Xiaoyu joked: "This is no longer a deliveryman, but a personal assistant. My delivery man's range is 300 meters, so he does 3? After 6 months, I will know you better than the property and neighbors. What I want is trust. Once this trust is completed, it is an unbreakable barrier. Even giants like Tmall and JD.COM are involved in this field, and there is no drama. "

Jiang Xiaoyu proudly said, "In the future, I will not only sell vegetables, but also import products with higher value, so as to truly meet the more needs of community residents. We are a smart community, and the idea is to drive the sales of high-value-added low-frequency products with high-frequency and low-value-added products. This is the blueprint for the entire business model. "

The future vegetable basket can even put property work on the road.

Of course, to achieve the promotion from 3,000 to 5,000 orders, it needs a lot of capital investment * * * to increase personnel, vehicles and cold chain equipment. Jiang Xiaoyu admitted that because Zhengzhou is a second-tier city, it is more difficult to raise funds than a first-tier city.

Jiang Xiaoyu made no secret of his desire for funds, and even joked: "If I talk to Lei Jun for ten minutes, he will definitely vote for this project.

Two:

Learn terminal management from Wahaha

The healthy growth of a market, in addition to the formation of team building and the development and construction of network channels, is terminal development management. The word 12, which controls the terminal sales management in China, still echoes in our minds. Especially in recent years, the supply exceeds demand, and the ever-changing sales terminal has long been a battleground for enterprises, and various promotional activities are flooding it. This "last meter" battlefield is extremely lively, even swords and shadows. Terminal development and construction is very important, which is the end of product sales and the port for products to reach consumers, such as supermarkets, convenience stores, Internet cafes, restaurants, tobacco and liquor stores and JD.COM. Consumers can buy their favorite products through this port. Terminal is a very competitive and decisive important link, where all kinds of brand products will work together. How to grasp the terminal rhythm, attract consumers' attention and influence consumers' purchasing psychology is the key to terminal work, just like a tree, which will flourish only if its roots are developed.

To tell the truth, Wahaha's previous practice in this link was not very good, but after many explorations following the development and changes of the market, Wahaha formed its own unique management method, which is not the same as that of other manufacturers, but the effect is very good.

Terminal communication management

Wahaha's management of terminal price difference is based on mutual benefit, trust and win-win, and the implementation is guided price. In order to ensure the stability of the price system, Wahaha implements the price difference management system at all levels, and clearly sets the delivery price and retail price of each product in the first-class wholesaler, the second batch of merchants, the second batch of merchants, the third batch of merchants and supermarkets. Price surplus must be strictly implemented at all levels. The single profit of one group of merchants is less than that of the second group of merchants, and the single profit of the second group of merchants is less than that of the third group of merchants. For example, when Luoyang innovated and developed two sets of networks in 2009, Wahaha Company stipulated that the first-class wholesaler should accompany 0.5 yuan to deliver directly to the wholesaler's warehouse, and the wholesaler should accompany 2 yuan to deliver to the terminal retail store according to Wahaha regulations, and the retail store should uniformly sell to consumers according to the retail guide price of 2.5 yuan 1 bottle. In other words, the first-class wholesaler makes a profit by taking the quantity and the sales reward given by the company. The wholesaler closest to the terminal is the key to terminal management, but the quantity of goods taken is small, so their price difference is relatively high, so that the large quantity increases profits through the quantity of goods taken, and the small quantity mainly increases profits through the slightly higher price difference. At the same time, the retail prices of all stores must be unified, which ensures the enthusiasm of terminal retail stores and the stability of terminal sales prices.

How to restrain the behavior of goods fleeing?

In order to ensure the interests of dealers and maintain the stability of the regional price system, Wahaha requires that all links must strictly implement the company's regulations, and the most effective way is to crack down on cross-regional sales. In order to quickly investigate and deal with goods grabbing, Wahaha Company has done the following rigorous work:

1. Set up the anti-smuggling supervision department. The group company has set up an inspector department to specifically check the escaping goods and related behaviors that are not conducive to market sales; Provinces also have internal inspectors, who can quickly verify and investigate cross-regional sales behavior. For example, the Northern Henan Market Inspector Group was established earlier and once became a model of Wahaha Company.

2. Product identity information management. Every product produced by Wahaha Company is marked with production date, time period, shift and serial number at the time of production. According to the planned order, each product is marked with the number of the corresponding customer when it is sent to customers in various regions. When leaving the factory, the staff will input the product identity information into Wahaha sales management system, just like everyone's ID card, and the input system will know who you are. In addition, when the first-class wholesalers deliver goods to the second batch of merchants or wholesalers in the area under their jurisdiction, they should also print secret codes and marks on the relevant positions of the products according to the requirements of the company. One is to protect themselves, and the other is to prevent the second batch of merchants from selling across regions.

3. Accept the report for quick verification. No matter whether it is business personnel, first-class wholesalers or second-batch suppliers, as long as suspicious goods are found in their own areas, they only need to fill in the report form with the number or production date on the product packaging and report it to the head office inspector or provincial supervisor in time. The inspector locks the goods according to the product system information, and quickly goes to the suspicious source for evidence collection and verification, and informs the relevant source supervisor for confirmation. The most basic process is discovery → reporting → verification and reporting → handling.

Demonstrate management skills

Terminal competition is the only way for products to reach consumers, and the management of exhibition activities is a secret that all immortals must use. However, terminal vivid display management is not only for looking good, nor for selling goods, nor for displaying. There is a saying that "80% of advertising expenses are wasted, but I don't know where they are wasted." All merchants believe that "the power of the terminal comes from effectively attracting or intercepting the passenger flow", so many routine practices, such as display, stacking, special price, buying gifts, lottery, points, free tasting, sample distribution, bundled sales, POP advertisements, DM advertisements, stacking curtains, product manuals, shopping guide promotions, * * snapping up, clown performances and joint promotions, have all arrived in Guizhou. The problem of "terminal promotion is difficult" is increasingly prominent. Behind the bustle and busyness, there is always suspicion of "excess" and "waste". Many promotional scenes are hot, and the actual effect is often not optimistic. They often invest too much and produce too little, or even have only input and no output. So, what else can terminal promotion do and how to break through the terminal trap?

1. timeliness innovation

Since 2005, Wahaha Yubei Market has been studying terminal display activities by trial and error. First, the monitor must be standardized, and the comparison before and after improvement should be made every time. The second is to pay attention to the input-output ratio, such as how much it costs, use different landing methods, and then compare the data changes to maximize the input-output benefits. Take the use of exhibition duration as an example. In the study, the market in northern Henan is defined as "wrong time effect". Maybe you've never heard of it. See what's different from your practice, and how much benefit Wahaha can increase by doing so. Please look at the following example:

Whose scheme did you choose?

The best plan is Xiao Wang's He grasped several keys to the duration of the exhibition: 1. Mid-Autumn Festival and National Day. 2. Keep at least 30 boxes a day. If it is not enough, make up the quantity immediately, because the activity requires concentrated display of 50 boxes. 3. The starting and ending time just coincides with the National Day, and the last inspection time is two days away from the end time. What is the concept if 30 boxes of products can be displayed on the facade two days before the end of the event? 4. Grasp the psychology of businessmen. Whoever does business doesn't want to sell more goods and make more money during the holiday season, even if you don't have the exhibition fee, the shopkeeper will put the goods on the main road, and the shopkeeper will show them to Xiao Wang for free for at least 10 to 15 days.

Xiao Zhang's plan doesn't make good use of businessmen's holiday habits. Even if you don't give the exhibition fee on holidays, the terminal boss will take the initiative to display the goods. At the same time, Xiao Zhang's supervision of the effect, especially in the last half month, is too long. The problem of Pony Scheme is that the start time is a little early, and the most important thing is that the interval before the supervisor's return visit is too long and the follow-up return visit ends too early.

The unreasonable use of exhibition time will lead to the loss of sales and the waste of resources. After data comparison, the research group found that Xiao Wang's scheme can increase the benefit of Wahaha by 16%.

After five years of data tracking research, the inspector group and the training group in northern Henan Province found that the use of irregular and unreasonable exhibition activities in a period of time would cause huge losses. When formulating the policy of exhibition activities, you must consider the policy of terminal store sales profit and competing products, otherwise your activities will be a waste of resources. For example, as shown on the right, if you don't consider the sales and profits of competing products in the store, you will lose to your opponent at least 50% before the activity begins.

According to our statistics, due to the nonstandard display, 15.58% of the sales opportunities will be lost after each activity, and the waste of resources will reach 1 1.84%. If your company spends 6,543,800+million yuan a year on product display activities, the rest are ignored. According to the research results, your company's sales loss will be reduced by 50%, which is equivalent to a county's annual task of 7 million yuan.

2. Innovative display of tradition

Why don't consumers make moves? The answer is product homogeneity. Why are there no benefits from exhibition activities? The answer is that there is no skill and the model is rigid. To break through the tradition, we have to pay the price, innovate constantly, try and make mistakes constantly, revolutionize the traditional ways and methods, and find ways to maximize benefits. After many years' research, the marketing training group in northern Henan has summed up a set of display methods that can maximize benefits.

Due to the diversity and complexity of the wharf structure, any wharf management activities must first do a good job in market research and current situation analysis, and then make corresponding adjustments according to the actual structure, which can be implemented flexibly and cannot be applied across the board. For example, for the selection of beverage display types, the conventional selection types are zero bottles, end racks, shelves, stacked boxes, stacked boxes with zero bottles and buyout. So which terminals are suitable for zero bottle display, which terminals are suitable for end frame display, which terminals are suitable for stacked box display and which terminals are suitable for buyout display? How to maximize input-output benefits by doing exhibitions? The choices in northern Henan are as follows: if the terminal zero is concentrated in shops such as newsstands and sorbet stalls, it is best to display zero bottles; If the terminal is concentrated in small supermarkets, community convenience stores and other stores, it is suitable for end shelf display; If the terminal zero points are concentrated in wholesale stores, grocery wholesale and retail stores and other types, it is suitable for stacking boxes; Shops with a particularly large flow of people, such as bus stops and parks, are suitable for making spare bottles and tail racks; Special channels such as cinemas, KTV, Internet cafes, high-end business and leisure clubs and gyms are suitable for buyout exhibitions.

Wahaha Yubei Training Group once trained grass-roots salesmen in Jiaozuo market. When the teacher mentioned that the end-rack display activity in a certain area was effective, a salesman stood up and said that he also did the end-rack display activity last month, but the effect was not good. When the teacher mentioned that the sales work must be done according to the company's regulations, another salesman stood up and said that his supervisor said that the spare bottles exhibition in a certain area had a good effect and arranged for them to do it last month. He also did as required, but the effect was not good. The supervisor also scolded him, which was quite wronged.

After the training activities, we decided to go to the market to see why. After visiting these two areas, I found that the problem of the first salesman was in the area he was responsible for, and the terminal structure was mostly wholesale department, which was not suitable for end-rack display at all. The second salesperson is also responsible for the terminal structure in this area. In addition, we also found that the salesman placed spare bottles in strict accordance with the company's requirements. The spare bottles of Wahaha products are displayed in 8 rows, while the spare bottles of competing products are displayed in 10 rows, which lost to competing products in terms of activity momentum. Through these two real cases, on the one hand, it reflects that the salesman did not analyze his terminal structure when doing activities, and whether it is suitable for making policies or not, and did not consider it further. On the other hand, business personnel are not flexible enough. For example, our zero bottle display stipulates 8 rows of faces, but when the competing products reach 10 rows of faces, do you need to analyze the specific problems?

3. Mobile freezer management

Every summer, there are a large number of mobile ice stalls operating, some in parks, some in squares, some in the streets, some next to the station, some don't set up stalls in the morning, but set up stalls at night, which is very mobile and difficult to manage. What will you do with such a special terminal? When Wahaha manages such a terminal, it adopts a surprise visit policy, which we call "a pie in the sky". Take the award-winning display of Wahaha black tea as an example. Execution time 1 day, random visit, cash on site. As long as there are many bottles of Wahaha black tea displayed in the freezer, the same amount of green tea will be rewarded.

After the preparatory work was done, Wahaha sent a salesman to track the customer's vehicles in several ways. On this day, he took green tea and made a surprise visit to the terminal mobile ice stall. As long as he opens the freezer on the spot and sees how many bottles of frozen Wahaha black tea are in it, the business staff will immediately reward how many bottles of Wahaha green tea. Many mobile ice stalls suddenly received such free gifts as Wahaha, feeling like pies falling from the sky, and they were so happy that they kept their mouths shut. After hearing about Wahaha's activities, bosses who put less in the freezer or who didn't receive gifts will take the initiative to stuff Wahaha's products into the freezer, because they don't know what Wahaha's next policy is and when it will suddenly visit. However, Wahaha people know exactly what their purpose is. According to the competitive atmosphere and its own market demand, the activity policy will not be stingy. It may be three or five days, or seven or eight days. Generally, it will be raided two or three times in a row, covering the whole summer ice stall season.

Facing the complex problem of terminal homogenization, enterprises can successfully break through the terminal blind area as long as they refer to cases, combine their actual situation, carry out management innovation according to local conditions and get rid of old ideas!