O2O rise e-commerce will become a strategic sector

Not long ago, South Korea's clothing store under the Sulei sister brand "ancient" Lynx official flagship store will begin trial operation, the main Oriental original designer women's fashion brand to the East Zen designer men's clothing extension; and just past In June, Pune, the chairman of PHNIX Group, donated the "Road to Open North-South Charging of China's First Electric Vehicle" and completed 5,750 km of zero fuel consumption from Beijing to Guangzhou.

These two market actions are two companies that have seen the Internet marketing model. They have achieved this through restructuring their internal organizational structure with the goal of adapting to Internet marketing and sales. Even this kind of realization is achieved through cross-border mashups.

Right now, e-commerce in the gradual expansion of their market share, but also quietly affect the organizational structure of enterprises. If the impact of the development of e-commerce on the organizational structure is still subtle, then the rise of the O2O concept is accelerating the speeding up of the traditional corporate organizational structure toward the Internet. In the future, the e-commerce sector is likely to become a corporate strategy Sex departments, and the mining of big data will play in the future to coordinate the overall function and strategic value.

Internal stock fission

Previously, PHNIX was an out-and-out traditional manufacturing company, almost with the Internet. Founded by Zongyi, PHNIX Group is a company focused on the research and development, production and supply of integrated energy-saving solutions for heat pump products. Previously, the company focused on the B-side and in the recent years turned to C-side.

Changes will inevitably bring about changes in sales methods and marketing methods. One of the changes is to make full use of the Internet to launch the Internet marketing model in which the Internet and offline display shops work together. In the absence of the O2O concept today, PHNIX Has begun to achieve from the line to the line of the amount of drainage, and ultimately achieve the effect of online and offline synergy, the successful experience of the industry caused the vibration. The second change is the successful operation of social networks, Zong Yi's own love of travel WeChat public number "Zong Yi Grand View" has hundreds of thousands of fans, each year to organize customers to travel by car abroad has become a significant label PHNIX boss.

Behind the success of Internet model sales and social marketing, Zong Yi is most proud of setting up a new company by way of shareholding as a way to establish a new company by way of joint ownership of the company and its employees, encouraging key employees to start their own businesses within the upstream and downstream industries and control the industry High profits, and investment in stocks instead of scoring or KPI assessment of the way to conduct an internal venture, the creation of the project leader. So far, PHNIX has fission out of seven companies in this way, and each one has been successful.

With crazy organizational innovations, PHNIX has opened up the Internet online and offline marketing model, successfully creating the industry's first B2C air-conditioning brand Finney. In Zong Yi's own words, this approach not only mobilized the enthusiasm of staff, opened up the room for elite staff to avoid the loss of core talent to become their opponents embarrassment, but also through this fission to organizational organizational flexibility and flexibility competitive. The most critical is that with the media from the big coffee Luo Zhenyu's evaluation, this architecture is "very Internet."

Luo Zhenyu believes that the strength of the community and individual in the Internet era of rapid rise, and the advent of the mobile Internet to make collaboration easier, the future is an era of personal rise, through the power of groups to bring together similar values, therefore, Future competition may not be more peer competition, but the formation of cross-border mix and match through the competitive ecology. At this point, recommendation and trust will form the basic organizational form of the future Internet society. Now, Luo Zhenyu like PHNIX as "the most successful case of the transformation of the traditional Chinese enterprises on the Internet," and share this case with traditional businesses and entrepreneurs through his logical thinking.

The free car north-south road is by virtue of cross-border mix and match ideas completed. Zong Yi once told the media that enterprises under the internet thinking will become more and more fun. Under normal logic, it is hard to imagine the donation of charging piles to promote the EV revolution. The charity operation will be conducted by a non-electric car industry entrepreneur First launch. Because of this Tesla did not do it, but also because of the incident of Chinese coaching change.

Fashion brand segmentation

Different from the way that PHNIX adjusts its organizational structure by setting up a new company with equity as its link, HANDOO is the leader in Internet apparel brand by building a "whole product operation system with single product as its core" . Its founder and CEO Zhao Yinguang said that as of the end of June, the company has derived 63 brands, this year's sales target is 1.6 billion. By Zhao Yingguang's plan, South Korea will eventually form a fashion brand incubation platform to achieve tens of billions of dollars in sales. These brands, mainly from three channels, internal incubation, external acquisitions and independent designer brands.

In fact, multi-brand strategy in the field of e-commerce is not new, the Internet brand in order to expand the scale, multi-brand is almost an inevitable choice. However, the operation of multi-brand is not easy, wheat bags peaked when there are more than 100 brands, the result is subject to inventory, the last three years has been in a state of silence. The multi-brand strategy of South Korea is successful, in addition to the production side to complete the upstream supply chain product quality and delivery time control, more importantly, the company's organizational structure adjusted to product group system. This group of three individuals responsible for the responsibility, power, unity, product style selection, size production, pricing, promotion rhythm and so determined by the group within a relatively large autonomy, and South Korea are responsible for the company at the level of ecology and Rules, the constraints of the group reflected in the morning of every day, South Korea will be announced sales data, perspectives on sales of products across the board, and to guide the group's next decision-making, while a natural form of a mechanism to eliminate.

Former Marketing Manager at Le Bee Network, Yu Jinhua with "O2O Evolution Theory" thinks that in the future, the product structure of e-commerce enterprises will change from a matrix product series to a "pain-point" single product, and the corresponding organization will also require The architecture will shift from improved to gradual change. According to Zhao Yinguang introduction, South Korea's organizational structure is not stereotypes, but also after repeated several times. From the development stage of South Korea, from 2008 to 2009 is the stage of South Korean purchasing, from 2010 to 2011 is its own brand stage, 2012 to 2013 is multi-brand expansion stage, after 2014 is the direction of the Internet fashion brand incubator platform .

Zhao Yingguang believes that this organizational structure to maximize the avoidance of inventory, speed up turnover. He said the target for inventory turnover in South Korea in 2014 was six. 2011 is the year when the inventory pressure is the biggest, mainly due to the poor control of the arrival of the product. Now the solution is to do annual annual product planning a process, the first marketing department to the annual marketing framework to the product planning department, product planning department and then according to this to do a comprehensive arrival planning. "At present, South Korea can be said that the basic solution to inventory problems, the future is a continuous optimization process, our sales rate of the season can basically reach 92% to 95%." He said.

At the brand electricity supplier Ningbo Summit held in late June, Zhao Yingguang once said that the reason why South Korea adopted this kind of organizational structure is based on the judgment that a big trend of the brand is getting finer and the brand is more and more subdivided, The easier it is for the market to become saturated, the harder it will be to stand out in the market and the higher the cost. "There is no super-brand in the Internet market, which is a violation of the laws of the Internet, and the natural feature of the Internet is market segmentation." He expressed his conviction that the super-brand in the internet market is recessive and resembles Procter & Gamble in aggregating many subdivided brands .

Zhao Yingguang's point of view has also been the same as the Internet brand Yin Man CEO Fang Jianhua and Libo CEO Soup Gale approval. Fang Jianhua believes that "the management structure of traditional brands and online brand management structure is not the same traditional brand decision-making usually go through layers of approval system, there are many independent subsidiaries .Internet brand decision-making mechanism and management structure are relative Flattening, superior in decision-making efficiency. "The soup of the wind is the point of view," bigger is not the only requirement for a brand, now more and more need to minority groups, up to the niche brand. "

Now, the top three Internet clothing brands are South Korea, Yin Man, split silk are in a multi-brand advanced stage.

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Reporter observation: the difficulty of transformation

Analysis of the organizational restructuring of both Seoul and PHNIX will find that the former itself is the Internet business, all sales channels are all online, the beginning of its structure is to comply with the needs of e-commerce business was established, the latter is the traditional business, the process of transition to the Internet Innovation in the way through the establishment of new companies to adjust the organizational structure. These are the new demands put forward by the business development of the e-commerce business. At the moment, the hotness of the O2O concept puts higher demands on the adjustment of such an organization's structure.

Initially, the e-commerce sector in many companies was a supplement, but the new channel's sales department, and even some branded companies, entered the e-commerce purely to clear their inventory. Many entrepreneurs to enter the electricity supplier had such a recognition: to embrace the Internet, become friends of the Internet, otherwise, the Internet will be your enemy. However, there are not many successful cases of the transformation of traditional enterprises on the Internet. How to adjust the positioning between their own companies and their suppliers, and even the attitude of business leaders, will determine whether these adjustments will succeed or not.

In the transition from the traditional enterprises to the Internet, there are mainly two kinds of positioning of the e-commerce sector: one is to use the Internet as a value-added service sector, and the original traditional main business has done a very good and stable move to the Internet just to make better use of the Internet The main service. This type of business transformation of the Internet are mostly calm. The other is to be forced by the Internet industry to transition, in order to avoid the Internet "revolution", such as Gome and Suning. Home appliances online channels quickly eroded offline channels, they must transition, in order to avoid being pushed into the dilemma by the Internet situation.

At this time, the difficulty of transition is reflected in people, ideas and organizational structure. The most typical performance is Wanda, the former CEO of the electricity supplier sector Gongyi Tao left in April this year, COO Ma Haiping also resigned in early July, are for this reason. Traditional enterprises do not have e-commerce genes and their leaders dredge professional e-commerce professionals. However, this type of professional and non-e-commerce genes of the entire organizational structure can not be integrated, leaving professional e-commerce professionals without a foothold in traditional enterprises. The organizational structure of traditional enterprises, traditional thinking and interest considerations, naturally do not have the initiative to cooperate with the wishes of e-commerce professionals. This kind of thinking is even more unforgiving in the O2O era.

Therefore, in the era of mobile Internet, e-commerce business must be the first-hand project, to enhance the e-commerce sector in the entire organizational structure. (Li Chuan), director of the Alibaba O2O project, believes that in the future O2O scenario, the e-commerce department will become a strategic department of the entire company that will lead the entire data, products, inventory, logistics and services and even the entire supply chain. What stands behind this is a revolutionary change in the position of the entire electricity supplier in the entire Chinese economy. For the e-commerce sector, its future coordination of global functions and strategic value will become more and more important.