Electrical business: Talk about what is the fine business model

Many small and medium-sized sellers after the family workshop-style of the initial stage of development, began to devote resources to prepare for a good time, but suddenly encountered the transition pain or development bottlenecks.

The specific symptom of this problem is that you find that performance has a tendency to stop or even slow down, so you start to use a variety of "famous drugs" or "folk remedies" to deal with, but on the whole there is no effect.

You do not understand, product or that product, shop reputation is getting higher, but how can sales become worse? Dynamic scoring is a bit lower, the difference is also accumulated a lot of, but you think that these factors on the overall store sales should not have such a big impact? Have not particularly cared about these things before, why can the smooth go to now?

Maybe some people will soon fall into confused or "sick disorderly desperately" state stage. The result is that they all see only superficial symptoms and do not find the crux of the disease.

In fact, any disease is from small to large development, you do not pay attention to ratings and dynamic scoring, because you have not recognized their importance to a store operation and development. When you do shop to a certain stage, you will understand that praise rate and dynamic scoring not only directly affect the conversion rate, but also the main reason for the decline in the flow of shops. And when you finally realize the seriousness of the problem and want to make up for it, but also found that a bit powerless: your staff customer service to do when the customer reception work is not as good as you do when you do, and shop dynamic scoring is required to calculate the proportion of the base, in the performance scale is smaller, improve the improvement is easy , the greater the scale of performance, the harder it is to improve.

At this stage, only the fine mode of operation to save the vast number of small and medium-sized sellers. So what exactly is the refinement of the business model?

The fine business model is opposite to the rugged business model: When the shop is still in the initial stage of development with the family workshop as the unit, the shopkeeper thinks the most about how to make money for the goods, and the other things have no time to take into account or consider themselves unnecessary. But when your performance expands, and the medium-term development phase of the company, there are a lot of factors to consider.

Like you need to know where the store flow is coming from, which flow channels are relatively easy to control, which flow channels need to be gradually accumulated through long-term optimization; you also need to know what factors affect the conversion rate, the relationship between conversion and flow; Before making any decision, Need to think clearly about the needs and consequences, there is a long term plan rather than immediate, and the most important point is to develop a set of efficient operating mechanisms that circumvent the "poor communication and deterioration" of the "corporate-run Phase" (after all, there is no communication problem with the family-run phase).

Said so much, how the small and medium sellers from the rugged business model to the transition to fine business model? The problem is simple and simple, and complex.

First you have to understand the specific process of E-commerce: users generate consumer demand-users access to your store through a channel-users browse your products and stores-users have a real willingness to spend on your goods-users complete payment waiting for merchant shipments-users receive a more satisfactory confirmation of the transaction success and become your newest customer -Users repeatedly buy your products to become your loyal customers.

In this e-business complete process, each link may let you lose the potential customer, what you need to do is to try to optimize every aspect of the user experience, as far as possible to retain every potential customer. But you have to understand that this job of optimizing the user experience is a never-ending process, starting with the pursuit of efficiency, preferably by allowing more professional people to do the work they are best at, so that your company will have to divide the division of functions according to the function.

For example, the product department is mainly responsible for the development of the target user groups to meet the consumer demand of the goods (users generate consumer demand link); The design department is mainly responsible for your goods and the company's overall strength in the best form to enter the store's potential customers (users browse products and shop links); Customer Service Department is mainly responsible for the reception of customers to remove their consumer concerns (users of the product to produce a willingness to consume the link); Until the customer receives the product, confirm that the transaction becomes your newest customer (completes the payment and waits for the shipping link).

In general, the original intention of investing your resources in the process of corporate operation and division of functions is to achieve a higher overall operational efficiency. However, in the actual operation of the company, after the division of departments and functions, often because of various reasons for the overall efficiency does not rise and fall, this is why?

Market information rapidly changing, and the competition rules of survival requires the company to make rapid response to market changes, when you or two or three people together to do things, we have a more unified understanding of the overall direction, even in the details of some differences, but also very convenient and rapid communication and coordination. But when the size of your team increases to a certain extent, "the decision-making information involved in day-to-day operation" will produce a certain degree of "loss" in the process of transmission, which leads to "information deterioration" or "different pace" and so on to affect the overall efficiency of the problem.

To solve this problem, you can try to start from two aspects: on the one hand, the company according to their own situation to carry out long-term development planning, so in the face of small market changes at the time no response or only need to fine-tune On the other hand, summing up experiences to develop solutions to the various common problems (how to coordinate with the departments to deal with the specific methods of the problem), and gradually develop a set of operations to deal with the various problems encountered in the operation mechanism.

This will not only increase the company's overall ability to resist market changes, to achieve the objective of "reducing the risk of sudden events or decisions that reduce the overall operational efficiency", and to make the "Company's operations too dependent on a certain group of important people" to improve, with good operating mechanisms, Even if an important person leaves the company for a variety of reasons, it will not have much impact on the overall operation of the company.

In conclusion, store growth and development in the process of transition pain or business bottlenecks are objective, most shops will encounter similar problems (only a small number of powerful trader from the beginning of the shop for the development of a very detailed planning, which can avoid encountering this stage of development bottlenecks), The so-called fine management model and the rugged mode of operation are relative, representing the different stages of the shop development process characteristics. A shop can be slowly transformed from a rugged business model into a fine business model, but it is not always the use of a rugged business model to the end, to a certain node, the business model must be from a rough to refined, so the company's business model changes the earlier the more favorable.