Three new trends in the operation and upgrading of new retail members in the second half of 222

"Youzan K1 Insight into Private Domain"-initiated by Youzan K1 team and Jianshi * * *, it studies the best practices of the industry, understands the development trend of the industry, and empowers the industry to grow up. After entering the "reserve era", the growth from the user side is getting harder and harder, and the cost of pulling new products is getting higher and higher. Some insiders revealed that "from 22 to now, the cost of pulling new products has more than doubled." In this context, membership has become an important weapon for retail enterprises to incite growth. According to the statistics of China Department Store Business Association, in the 221 annual report of 51 A-share listed retail enterprises, there are 29 enterprises with member data, accounting for 57%, of which the sales contributed by member users account for an average of 69% in the overall performance, which is significantly ahead of the sales contribution of non-member users. It can be seen that under the new retail trend, the retail industry has changed from the original simple pursuit of flow economy and scale economy to the mode of taking private domain as the core position and deeply tapping the output value of "single customer". More and more enterprises regard members as core assets and maintain the core value of brands based on the operation of members. In addition, the acceleration of digitalization has also brought about great changes in the operation of members, such as from the management based on physical cards to the operation by digital means in the past, from emphasizing internal management to emphasizing information interaction and data analysis, from single offline service to online and offline multi-platform omni-channel integrated service, etc., which all put forward new requirements for the membership service system of retail enterprises. This issue of Youzan K1 Insight into Private Domains discusses the core points: In the new retail era, what are the trends of membership operation based on private domains, and what should we pay attention to when doing membership operation well? The member operation has entered a new stage under the digital upgrade. From 21 to now, it is an era of vigorous development of China retail industry from theory to practice. Digitalization has developed rapidly, consumer behavior has shown a trend of diversification, quality, socialization and digitalization, and the retail industry has changed from goods-centered to users-centered. Member operation has entered the stage of precise operation. In this context, both brands and consumers have undergone significant changes. For consumers, the richness and diversity of material life are no longer satisfied with the basic material needs, but they are eager to find more meaningful interpersonal links through trading links. On this basis, members give up part of their privacy rights and pay more attention to their sense of belonging, social identity and other additional emotional and internal needs. For the brand, the member economy is no longer the pursuit of a one-shot deal, but pays more attention to the stable and lasting relationship of users, and talks about a lasting love with members, thus resisting the threat of more intense market competition. This requires the brand to draw a clear user portrait, understand the user behavior information, feedback, pain points and needs in real time, and analyze the member portrait in multiple dimensions. For example, a member who often buys vegetables, meat and eggs and cleaning products may be a housewife who is in charge of the daily life of the family; Members who often buy personal care, make-up and snacks may be a young fashionable woman; Often check some goods or categories, but no transactions have been made. It may be that members are dissatisfied with the prices of these goods or have not found goods that meet the needs of customers, which needs to arouse the sensitivity of merchants to the price and category structure. In addition, the accurate operation of members is also reflected in the establishment of a deeper membership system, and the brand has changed from high-flow and low-precision to low-flow and high-precision: on the one hand, the brand pays more attention to tapping high-value members and improving their LTV, thus maximizing the value of single customers; On the other hand, brands pay more attention to providing members with more comprehensive and ecological products and services. Not only that, more and more brands have started to digitize from the C-side user operation mode to the B-side, opened the internal system, allowed more brands to stay, and established a direct link between the brand and the C-side, thus giving members a platform and ecological care. There are three trends in the accurate operation of members: one is that the membership system reversely derives new business models to create surprises for users. Nowadays, the functional value of the membership system is no longer limited to a single quadrant of brand marketing promotion, but constantly explores new business collaboration models to improve the member experience. For example, in the traditional home appliance industry, with the membership system as the carrier, the high-frequency service module of the back link is opened, which greatly enhances the service experience of members, and at the same time, enterprises have also derived new diversified and profitable business models. Good case: A new service has increased the sales of TCL's household appliances by ten times. As a well-known manufacturer and seller of household appliances in China, TCL is always trying to reach consumers in more ways, and establish a member operation position that directly reaches consumers outside the e-commerce platform and the traditional dealer model. The purchase attribute of household appliances is "low frequency", and it is an ideal access path through installation, maintenance, cleaning and repair. In this context, "TCL is very home" came into being-formerly the after-sales maintenance link of TCL color TV, ice washing, small household appliances and other businesses. With the promotion of TCL's strategic transformation, in 216, the integrated resources became a brand-new company entity. We provide standardized services at home, transparent and reasonable prices, and are in the forefront of the industry in terms of service professionalism and satisfaction through the internal order grabbing system and user evaluation system. Currently in more than 5 cities across the country. Reaching home at ten o'clock —— The diversified business modules of Tandem are connected in series horizontally: intelligent terminal products such as "TCL Electronics, TCL Air Conditioning, TCL Auma White Electricity, TCL Innovative Business" under the TCL intelligent terminal business group are delivered through the services such as maintenance, cleaning and maintenance purchased by members, and the coupons of single products/categories are intelligently pushed according to the service life of the products, consumer browsing behavior and other data from time to time, so as to enhance the repurchase transformation in the replacement stage and launch the trade-in business in a timely manner. Vertical external series connection: in addition to serving TCL brand, it also cooperates with other home appliance manufacturers to undertake external repair/maintenance/cleaning services, and vertically broaden the target member user pool. Insight: medium and large brands often have diversified business structures and strong influence and voice in the industrial chain. Such enterprises no longer limit the function of membership system to brand marketing promotion, but the effectiveness of member value transmission in a single quadrant cannot be amplified, which leads to limited member experience. Through the reverse derivation of new business models, the profit model and new business collaboration practices based on the membership system are gradually explored, so that the membership system can play a greater role in the development of enterprises, thus giving birth to new business models. Trend 2: Pay close attention to the user journey, pay attention to the accuracy of contact layout, and explore a new global marketing path. With the blurred boundary between channels, brands urgently need to integrate global contacts, and continue to be precise in marketing delivery, channel distribution, user operation, etc., thus forming a new marketing path. 1. Drainage from public domain to private domain: accurately lay out consumer contacts, occupy users' time and mind, and effectively expand the brand private domain traffic pool. 2. Private domain traffic operation: interact with private domain users efficiently, maintain user stickiness and stimulate repurchase intention. 3. Private domain feeds back the public domain: tap the data value and social value of private domain traffic, and feed back to help public domain marketing. There is a good case: a customized furniture brand has global linkage marketing, harvesting customized furniture for users in the whole community. Brand A has always wanted to build a digital ecological layout. Three years ago, it first chose Ali Ecology with Tmall Taobao e-commerce as the core, and the transaction and purchase link was complete. However, it lacked daily social connection and the content communication was insufficient. The customized furniture of brand A needed a large number of communication positions with social attributes from the eco-environmental protection of materials to the originality of design. Last year, I started to build my own private marketing position. The first step, from operating WeChat official account, Xiaohongshu and Tik Tok, share decoration, material selection, home matching and other content, attract fans' attention and forwarding, and convert customers from it; The second step is to find real estate, property management and decoration companies offline to cooperate with each other, and to do transaction transformation by means of grouping and distribution courtesy. In this process, we constantly accurately locate different customer groups (communities) and match high-quality goods. For example, in the just-needed housing community, we emphasize the integrated customization of eco-environment. When considering the accommodation, especially children's rooms, we often need to consider the needs of the second child. In high-quality residential areas, the matching degree between home design sense and overall home improvement is emphasized. In the process of urban pilot, we enriched the information embedding points of private domain and built a more complete user tag system, thus achieving one-to-one accurate information push based on data, providing consumers with a more personalized experience, and then began to make accurate delivery on the public domain platform, and the delivery conversion rate increased by 25%. Repeated epidemics in many places in the first half of 222 also brought shocks to the decoration industry. However, during this period, brand A provided online design consulting services, provided free customized solutions, and passed on the consumption concept of quality and healthy life based on the fan community that had settled before. After the epidemic, it gained a large number of orders and quickly returned to the right track. The reason behind this is that brand A has realized commodity content, service commercialization and global contact, and penetrated the service as a full link to realize high-frequency interaction with consumers. Insight: There are many and scattered consumption channels, and the boundaries between channels are becoming increasingly blurred. Brand parties need to make contact integration, and they also need to constantly innovate in marketing, channel distribution and user operation. Focus on the user journey, pay attention to the accuracy and agility of contact layout, explore a new path of global marketing, accurately reach consumers with the help of automated marketing tools, and iterate on target customers, optimize processes, agile contact selection and intelligent optimization of marketing content according to feedback and effects. Trend 3: Diversified value positioning matches the segmented people and wins the "mass" with "niche". At present, the membership operation has entered the golden age of niche operation, and consumers are no longer only satisfied with the basic popular needs, but also tend to be personalized, customized and emotional. Targeted needs are met. This means that the operation of members should fully reflect the differentiation, which is not only reflected in the traditional marketing methods, but also in the deeper product value, member service experience, member experience scene planning and so on. There is a case of praise: 2 billion in half a year, domestic skin care brands have been deeply involved in the sensitive muscle market and attacked Winona, a domestic skin care brand that suddenly exploded in the past two years. How did it enter the public's field of vision? How to surpass a number of international brands and rank among the top ten skin care products sales in recent years? The core lies in its breakthrough in the understanding of the single value of products, the derivation of diversified value positioning, the matching of different segments of people, and the practice of "niche is the public". Winona started from the functional skin care of sensitive skin, and achieved user delineation by planting grass in the content, and then launched products for all kinds of sensitive muscles in various sub-fields. In the market where all the pits of cosmetics have been occupied, Winona can be said to have achieved the effect of confluence by operating in subdivided fields. Targeting and accurately targeting the needs of members and successfully cultivating a group of loyal members are the core elements of the brand's success. Enlightenment of new consumption: Re-examine the hypothesis that a trump card value/marketing golden sentence can be used by all the people in the whole cycle, derive the core value into diversified value propositions, and effectively match the right people and positions, thus successfully cultivating a group of Winona "die-hard fans". Insight: This is a niche era. Consumers have met their basic physiological needs, and are jumping from the bottom of Maslow's needs to the middle, and they are more inclined to socialize and respect others. The niche era means differentiated marketing, which is different from the ordinary gameplay of discount, promotion and group fight. The secret of successful niche operation is to seize the mental attention of a single user with the planning of differentiated scenes, and let users take root in their own planned scenes with sustainable consumption content. After the single product breaks through, the content will be planted and the user circle will be made. It is the key to improve the accuracy of traffic by doing transaction transformation. The process of constantly copying each niche model is a process of "niche is mass". How to do a good job in membership operation? There is no doubt about the importance of membership operation, but in the actual landing process, it often falls into a misunderstanding. The membership operation is simply operated as an activity operation, and the membership system has become a variety of piles of membership rights. Broadly speaking, member operation needs to combine the brand's business model, operation, products, services, brand and experience design. From the landing point of view, it is necessary to build a goal, such as the number of members, high-net-worth members, membership activity, etc., and do a good job in building three abilities of member operation: the first is brand management ability, the second is contact building position ability, and the third is collaborative support ability between the middle and back offices. Brand management ability includes member loyalty programs, in-depth operation and maintenance strategy of core members, whole scene innovation, membership mechanism, etc. Contact position construction capabilities include WeChat official account, member center, private domain mall, community, enterprise WeChat, etc. The collaborative support capabilities of middle and back office include: operating middle office, data middle office, organization collaboration and so on. Therefore, member operation is a systematic project of the enterprise, and we need to align the operation strategy, IT tools and highly skilled personnel in order to achieve the desired business results. Illustration: The design framework of the member operation system of a certain group, and members in different industries have different characteristics and needs, and the member operation also has different emphases. In the high-frequency and high-customer-order industry, members generally have strong social preferences and attach importance to socialization and sharing. Brands should pay attention to brand image building and user interaction. Estee Lauder draws loyal members to the position of members, and makes use of membership upgrades, products, offline spas and other experience rights to enhance the stickiness of members. In 221, the contribution rate of its active members is over 9%, among which the value of loyal members is about 3 times higher than that of ordinary members. In the high-frequency and low-customer-order industry, members have high requirements for convenience and short decision-making links, and tend to pursue individualization and diversify interests. The brand side should have multi-contact layout and pay attention to member retention and conversion rate. Starbucks has created a super APP with thousands of people and faces. This year, it added the layout of corporate WeChat contacts and actively explored various ways of reaching. Its member stars can be exchanged for all products, peripherals and services of the brand, and the star gift cards and star gift packages can help social fission while locking in the consumption frequency during the cycle. In 221, Starbucks registered nearly 1 million members, contributing 8% of its revenue. In the low-frequency and high-customer-single industry, members pay attention to product quality and service, and the decision-making chain is long, but the brand loyalty is high. The brand should improve the user's stickiness by improving the high-frequency service scene. Midea's private domain ecology runs through the whole link of "use-after-sale-repurchase", enriching the after-sales service scenarios of products, enhancing the user experience, introducing the peripheral products purchased at high frequency, such as daily necessities, pre-cooked vegetables, and the membership rights of " yuan Home Appliances Early adopters" to enhance the value of users in their life cycle. By March 222, its private domain members had reached more than 2 million, and the average usage time of APP was more than 1 minutes. A case of praise: a liquor brand teamed up with praise K1 to build a member operation system. 1) Focusing on high-net-worth users. The "28 Law" tells us that 2% of high-net-worth users often create 8% of profits, and they account for a small proportion, but they have strong consumption, high loyalty, high repurchase and are willing to share. This is especially true in the liquor industry. The unit price of high-value members is much higher than that of ordinary members, and it has a strong circle effect. Taking a liquor brand as an example, through the cooperation with Youzan K1, we focus on operating high-value members, focus on building scarce rights and services, and operate in high-end circles, and then cover the wine scenes of high-end members with emotional services with temperature, so as to gain the continuous recognition and dependence of high-value users on the brand, improve their repurchase rate and fission, and form a positive cycle. 2) Power circle operation around the circle influence of high-end liquor members and the brand's own sports marketing advantages, created a sport with golf circle as the core.