From the salesman social to the Super Direct marketing Network, "The cloud of sales ability" is likely to bring subversion?

The question arises from a project that was talked about a while ago.

"Business Help" (Android) is a social sales platform that connects consumers with salespeople (mainly sales). Simply put, this platform is based on SNS integrated a group of personal salesman, the field across the financial insurance, real estate, automobiles, IT, services and other attention to people sales of the offline industry. The traditional order of these industries is that the sales staff attached to the organization, or through the organization to receive orders, or only through the relations, street sweeping, advertising and other ways to obtain customers, the customer is not accurate, and high cost. "Business" to try to pass a mobile product, bulk import flow, and then distribute the traffic to the salesman, reduce its customer cost (similar to the logic of 58 city and market). From the consumer point of view, the original need to run a lot of offline outlets, see a lot of offline salesman work, you can through the online SNS light interaction to complete, and in the "salesman" this level can have more optional. The reason for the design of SNS, is to allow the salesman's soft information more precipitation and dissemination, easy to be found by the user and screening.

Looking at this product alone, there are still many problems, but in the chat with the founder, I harvested a very interesting pivot logic:

Step 1: Penetrate the salesman group through a tool or social product.

Step 2: When you Shang the salesman group is large enough (China is estimated to have tens of millions of), you can turn it into a "sales cloud."

Step 3: You can butt upstream brand business resources, to create a "commodity-platform-salesman-end consumer" b2c2c closed loop. To be straightforward, to become a Super direct marketing network.

Although I have not done this kind of face-to-face customer sales (only in a state-owned enterprises run a few months of channels and the scene), but think of this "sales cloud" Gao, or a little excited about it!

Traditionally, the cost of building and maintaining a sales team is high, especially when it comes to developing a different market. But if there is a platform in front of it: It has a huge sales staff, ready-made customer resources, and a nationwide layout, as long as there is a commodity resource injection, it can automatically achieve large-scale sales and distribution of goods-you are willing to outsource their sales work to the platform?

If such a platform exists, we envisage that it should have the following two-point characteristics:

First, this is an on-demand, flexible expansion of the network. On-demand access is not only reflected in the "quantity", but also includes the ability of the sales staff characteristics, customer resources, industry background and geographical distribution. The brand puts forward a sales demand, the platform gives a sales team combination, the merchandise distributes directly downward. The cost that the brand merchant pays, will match its business scale, the sale link will not become the bottleneck of the enterprise value chain, also will not become the waste of resources.

Second, this is a self-organizing community. Sales activities, from team training to pre-sales and After-sale is a link between the chain, all the links on the chain to form a complete value. It is doomed to be an unsustainable business to solve only individual links, such as simply matching supply and demand information, or simply selling things, without cooperating with other links. Brand, platform and salesman through SNS free matchmaking, can establish a shallow contact. But to let business flow running, but also need more than SNS more depth of synergy. This requires the platform to provide a range of supporting resources, such as training, such as some kind of synergy tool. The goal is to ensure that a team of temporary teams can collaborate efficiently. Individuals will spontaneously organize into enterprises, but there is no shell of the enterprise.

Although, I initially wanted to define it as a "crowdsourcing sale". But so far the crowdsourcing practice has basically not escaped the "fragmented" "lightly involved" "Simple task" and other characteristics, and these characteristics are not applicable here. Under consideration, it seems that the "sales capacity of cloud" statement more appropriate.

Let's take a little more perspective and look at the extension of the cloud beyond it: in the field of industrial production, Foxconn has become the largest "manufacturing cloud"; In the Logistics field, the rookie network is being laid out may be the world's largest "logistics cloud", in urban transport, all kinds of transport services on demand "cloud" Platform (such as car rental) is more blossom-do not know the online commodity sales area, the same concept can bring subversion?