Rebirth declares war on the honest

Chapter 543 539. A New Breakthrough in E-commerce
"Where is the opportunity to fight Paradise?"

At the meeting, Huang Zheng first threw out his general regulations, and then Gu Yun talked about it.

Gu Yun pointed out that the opportunity to fight for Paradise lies in the fact that even if the “social fission” route is abandoned for commodities such as daily necessities that are “price-sensitive and brand-insensitive”, urban youths with mortgages, rents, and high prices are still very happy. quite attractive.

The premise is that as long as the quality is within an acceptable range.

The executives in the audience nodded their heads in affirmation. Judging from the division of the crowd, they are also members of the youth in first- and second-tier cities.

In cities, the "consumption upgrade" of quality life and the "consumption downgrade" of basic necessities exist at the same time.

For consumption that can significantly improve the quality of life in the social sense, they pursue quality and brand, and pursue online celebrity stores that focus on design.

For the necessities of living alone, they pursue convenience and cheapness.

This is why in first- and second-tier cities, high-end online celebrity restaurants and takeaways (occasionally go to the online celebrity shop to check in and take pictures for dinner, and take out meals alone) are simultaneously popular. Go to MINISO) The underlying reason for flying together.

The reason why some e-commerce platforms drive high and go low has caused controversy because they have blurred the boundaries between the two. From the beginning of both, the decline in quality control later led to the two sides not sticking together, which shows that it is not easy to walk on the balance beam.

"Many people say that another target of our Pinyuan is Costco, the largest membership-only warehouse chain in the United States."

Huang Zheng took Gu Yun's words and said with a smile.

If Pinyuan takes care of daily necessities such as paper towels, laundry detergent, and fried snacks for Chinese households, it may become the Chinese version of Costco.

When Huang Zheng looked forward to the future, he imagined the future Spin Paradise as "a combination of 'Costco' and 'Disney' (that is, a combination of cost-effective products and entertainment) driven by a distributed intelligent agent network."

"What we have to do is not only to benchmark Costco, but to go beyond!"

Huang Zheng was full of confidence.

At first glance, there are quite a lot of similarities between Pinyuan and Costco:

Commodities are mainly daily necessities, with narrow SKUs and high sales volume, and the sales volume of single products is huge, and the lowest wholesale price can be obtained through group purchases.

Provide one-stop solutions for all aspects of family consumption.

Costco also allows and encourages people to lead people, relying on word of mouth to expand the user base, which is also quite similar to Pinyuan's "acquaintances get customers".

However, although on the surface it is a low-price customer acquisition model, Costco relies on weekend purchases from middle-class American families, bulk sales of large packages and its own brands.

Pinduan's "joint group" relies on the accumulation of social fission and high-frequency repurchases triggered by ultra-low prices.

More importantly, the cornerstone of Costco's business model - the membership model is even more difficult for Pinduoduo to replicate.

Because the core of the membership system is a screening mechanism to drive away low-value users, increase the unit price of customers, and more accurately target middle-class families.

The shocking low price of Pinyuan is just the opposite, and all the users who are price-sensitive and have low unit price are screened out.

Costco's success also stems from its concept of "high quality and low price". However, in China's current business environment, it is almost impossible to realize "high quality" and "low price" at the same time.

In the early days of its business, Pinyuan was already struggling to deal with the problem of counterfeit goods, and even caused merchants to come and block them, let alone screen "high-quality and low-price" suppliers in person.

But now, Pinyuan is currently creating explosive models, exporting data upstream and reverse customization, and enhancing its control over manufacturers by reducing intermediate links, so as to ensure "high quality and low price" or at least not "low quality and low price".

This also directly determines whether the "social group joining" can achieve an upward breakthrough after the "social group joining" meets the ceiling.

"So, if we want to prove that we can still live well after leaving WeChat, we must fight well in the battle of Double Eleven."

After Huang Zheng finished his speech, he talked gently about the future Gu Yun, finally showing his sharpness.

In the field of e-commerce, after all, data and growth must be used to speak.

After such a long period of precipitation, Pinyuan has defeated most e-commerce platforms. After running, the high-level executives found that there are not many opponents on the track.

Pinyuan, who is less than three years old, has already entered the sight of the king in the field of e-commerce.

Who is the king of e-commerce?
From C2C, B2C to B2B, Ali is active in all tracks in the e-commerce field, and has become the absolute leader with more than 60% of the total consumption of e-commerce.

It can be said that any e-commerce company is an opponent of Ali, but not everyone can challenge it.

In 2013, Taobao’s GMV exceeded one trillion yuan, far surpassing that of Pinyuan.

However, judging from the approaching situation of Double Eleven, Taobao began to tilt the flow of low-priced products, promoting mobile Taobao and family accounts.

Judging from Ali’s actions in recent days, the influence of Pinyuan has become increasingly obvious.

This is a multidimensional battle from time to space.

In several battles without gunpowder, the two sides did not actually exchange fire based on their understanding of each other's stages and modes.

A Taobao executive once spoke to the media in the early days of Pingyuan’s business. Taobao internally believed that Pingyuan was like a low-profile version of Juhuasuan, which was significantly different from Taobao’s ecology and had no competitiveness.

No matter from the perspective of single-product operation logic, low-price strategy or group-buying model, Pinyuan is indeed similar to Taobao Juhuasuan, which was launched in 2010, to a certain extent.

But in the short term, this platform with hundreds of millions of users has already formed a direct competitive relationship with Taobao from the perspective of merchants and users.

At the user level, attracting new users and finding new users at all costs is the eternal strategic focus of new entrants.

An executive from JD.com said that compared to JD.com, Pinyue is more concerned with Taobao’s interests, and Pyyyy’s low-price strategy can attract the most price-sensitive crowd.

Most of these people are the main users of Taobao.

At the merchant level, Taobao consists of three core parts: low-end, middle and high-end, and scarce commodities.

The middle level is mostly the main force of Tmall and the main merchants maintained by Taobao, while high-end and scarce products are the barriers of Taobao.

At present, low-end merchants are most affected by Pinyuan.

The reason is simple. On the Pinyue platform, merchants do not need to spend more than [-]% of the price to pay commissions and operating expenses.

The conflict between users and merchants may continue to be the theme of competition, but in the process of vigorous development of Pinyuan, it has been difficult to become the fuse of the battle.

In the past few years, Taobao has not directly started to fight Paradise.

Because de-low-end is also the result of Taobao’s active choice to upgrade the platform.

For Taobao, it is difficult and unnecessary to curb the development of Paradise through "choosing one of the two" from the merchant level.

The so-called liberalization of low-priced commodity traffic is only part of the operating strategy.

Only by stretching the timeline can we see the highlights of this battle.

That is, Gu Yun and Huang Zheng's strategic planning for Paradise, and Taobao's strategic evolution, to a certain extent, are highly overlapping, but not completely consistent.

Huang Zheng hopes that Pinduan will become an online Costco, recommending the most suitable and cost-effective products to different people, accurately serving different groups of people, reverse customization, and providing cost-effective products, similar to the e-commerce version of Dou Le.

This will involve competition on two dimensions.

One is the method of product distribution, search or recommendation, and the other is the supply chain.

First of all, the search currently represented by Taobao is for users to find products, and the SKU must be large to meet the long-tail demand.

Pinyuan currently represents matching, which is to find users for products. It does not need to have a large SKU, but it must be liked by users. In the matching scenario, the platform can also guide the reverse customization of the supply chain to penetrate the supply chain.

It can be said that the WeChat relationship acquisition, single product operation and hidden search in the early stage of Pinyuan are all prepared for this stage. Massive traffic is concentrated in limited commodities. Only after the scale has scale can reverse customization be carried out, which greatly reduces production costs. .

In fact, thousands of faces are also the focus of Ali's "All-in Mobile Wireless".

Jiang Fan, the current president of Taobao, joined Taobao in 2013 and has successively launched Taobao headlines, content videos, live broadcasts, etc.

On the huge display screen, a comparison chart of Pinyuan and Taobao was played. Gu Yun analyzed the advantages and disadvantages of both sides frame by frame, and told everyone about his plan.

The outside world doesn't know it, but Gu Yun from the future knows it very well. With his unique understanding, he quickly popularized modern e-commerce methods to executives.

At present, the main body of Taobao is no longer search, which only accounts for about 50%, and it will get lower and lower. More traffic comes from recommendations, live broadcasts, content, events, etc.

Under the current situation, Pinyuan wants to compete with Taobao. First, it can concentrate the limited traffic, quickly reduce production costs, and occupy the minds of consumers.

The second is to optimize the advantages of social scenes. Taobao’s homepage recommends information flow based on consumer behavior, but it is not easy for users to perceive their affiliated groups and hobbies. Community-based recommendation is where Pinyuan should strengthen its advantages.

Gu Yun said that his expectation for Paradise is not to become the next Ali, but to become a unique and memorable existence.

After the meeting, all the employees of Pinyuan seemed to be pumped up and motivated.

After losing such a huge traffic pool as WeChat, Gu Yun contacted Dou Le, which had already been sharpening its knives in Beijing, and re-optimized the Api interface with Pinyuan overnight, trying to make up for this part of the missing traffic.

In the early days of Dou Le's business, the e-commerce business was only in the testing stage, and the online Dou Le store opened up links with platforms such as Taobao, JD.com, and Pinyuan.

During this period, Dou Le mainly brought goods with short videos, and the transactions mainly occurred on third-party platforms.

In 2013, Douyin began to focus on the development of live streaming, and established the "Douyin E-commerce" business department in the middle of the same year, and the e-commerce business entered a stage of rapid development.

During the development process in the past few months, Dou Le e-commerce has gone through the process of bringing goods from short videos to live broadcasts, from trading on third-party platforms to gradually building a closed-loop e-commerce, and its operating logic has gradually become clear.

Gu Yun first proposed the concept of "interest e-commerce" at the biweekly meeting, and clarified the business logic of Doule e-commerce.

In the official definition, "satisfying the potential shopping interests of users" has also become the core of Dou Le e-commerce, which is different from other retail models.

Generally speaking, the consumer's mind plays an absolute leading role in the entire transaction process.

They will choose the shopping time, platform and products after clarifying their needs. The biggest role of retailers or e-commerce platforms is to provide sufficient related products in advance.

The logic of this kind of consumption with a relatively clear purpose and plan is simply "people looking for goods".

At present, physical supermarkets and traditional shelf e-commerce companies such as Taobao and JD.com generally follow this model, and user consumption is relatively fixed.

But Dou Le is a leisure and entertainment platform, and when users use it, there is bound to be no shopping needs.

Therefore, if you want to sell goods on DouLe, you need to "stimulate" user needs.

That is, it is clear in advance what content consumers are interested in and which products they may need, and based on this, product recommendations are made.

This also determines that it is impossible for DouLe e-commerce to require consumers to follow the original "search-shopping" consumption path, but to allow consumers to generate random consumption during the process of viewing videos, which means more "shopping". .

Consumers will also buy more non-rigid goods such as clothing, daily chemicals, and jewelry.

Therefore, the recommendation mechanism of Dou Le e-commerce is based on the matching of user interest tags and video content tags.

In the content recommendation process, consumers' shopping needs are stimulated through the creation of high-quality content.

In this process, the platform distributes the products to consumers through short videos or live broadcasts, so that they can make purchases after they are interested.

According to statistics from the statistics department, the average daily usage time of DouLe, which is currently booming, has exceeded 2 hours without knowing it.

Based on a video of 10-15 seconds, Dou Le users can watch hundreds of small videos every day.

Using a large amount of video viewing data, the platform can accurately anchor the interests and preferences of each consumer.

In addition, Dou Le itself has a powerful algorithm recommendation mechanism, so it can realize accurate product recommendation.

In fact, when the recommended products can arouse consumers' interest, it will also largely facilitate transactions.

What is more noteworthy is that most of this demand is non-rigid consumption, because there is no clear plan, so there is more room for expansion.

For platform merchants, this kind of business model based on user interests can not only tap market growth for them, but also enable products to accurately reach target customer groups, which will help brands achieve precise marketing and improve operational efficiency.

Under the search mechanism of traditional e-commerce, even the same item platform usually displays many results for users to choose at the same time.

Consumers can compare product quality, price, user evaluation and other aspects, and even compare across platforms, so it takes a long time to make a decision.

In other words, behind the high conversion rate of the platform, Dou Le e-commerce has created a process that can prompt consumers to make quick decisions.

Therefore, when Dou Le heard the news that Pinyuan and WeChat had parted ways, the entire e-commerce department worked nonstop and contacted the technical department to actively connect with Pinyuan.

They realized that there was an opportunity.

　538 will probably be released tomorrow, it has been modified, don’t worry

　　
　
(End of this chapter)