How to effectively weaken and avoid channel conflicts in traditional enterprise e-commerce? 2

Third, how do traditional brand enterprises solve the direct contradictions and conflicts with channel franchisees? First of all, the e-commerce department and the top management need to achieve internal consistency in strategy and goals. The e-commerce department communicates and coordinates with the marketing department and the channel department in a smarter way, indicating that the development of e-commerce is to help channel franchisees realize secondary development, expand new profit channels, help the marketing department and the brand department to do a good job in the sales of emerging channels and brand online extension, and persuade the top management to increase sales to the sales department. Secondly, instill the concept of e-commerce into dealers through various channels, describe the bright future of e-commerce development and the crisis of not doing e-commerce, continue to communicate and induce, persuade and pull dealers to "enter the water" e-commerce; Third, franchisees need to convey the message of "I serve you" to the channel, and the positioning of the e-commerce department in the service system is to serve offline blood transfusion. Dealers are regarded as terminal service providers of e-commerce, and gradually transformed through profit-driven methods such as sales surcharges and service commissions. At the same time, the product price system network is committed to differentiation. Never establish your own e-commerce kingdom and abandon offline franchisees. This offline will definitely rebound strongly; Fourth, pilot and support. Select some dealers with good conditions who are willing to do e-commerce to carry out pilot and key support, so that those who want to get rich can get rich first; Fifth, let the dealers who get rich first express their opinions, set a benchmark, grasp typical examples, speak with facts or data, constantly strengthen communication with dealers who have not joined the service system, and steadily expand the after-sales service system of e-commerce on the premise of ensuring quality and service level. At the same time, do a good job in regional assistance, and gradually promote the e-commerce of dealers in a point-to-point and regional linkage manner. Sixth, the local general agent will be included in the warehousing and logistics distribution system, and every order will eventually be transferred to every dealer for distribution. If you don't need dealer delivery but need dealer service, you can add sales commission and after-sales service commission. Finally, "improving the overall quality of the dealer team is the right way". In the process of attracting investment in the future, traditional enterprises must make certain requirements and matches for the age of franchisees and the acceptance of informatization. When inviting investment, the concept of e-commerce and the company's e-commerce policy should be instilled, and only accepted and qualified dealers can join, thus improving the quality of the whole franchisee team. Don't sacrifice quality for the number of merchants. In the end, it is difficult for the company to control these dealers. These dealers who can't keep up with the development of e-commerce will drag down the company sooner or later. Even if the company is not eliminated, it will be eliminated by the market. Dealers will always take the word "profit" as the first priority. In the process of resolving contradictions, they must focus on interests and guidance, continue to communicate step by step, do professional training, and deal with channel problems in a smarter way. Fourth, several mainstream strategies to avoid channel conflicts. Of course, when it comes to channel conflicts, we have to mention how to avoid or weaken them. At present, there are several mainstream methods: network-specific fund strategy, 2/8 product strategy (also called barbell product strategy), new product strategy, sub-brand strategy, clearance strategy, offline synchronous online distribution strategy, online and offline same price strategy, multi-point and multi-warehouse joint distribution strategy, channel integration strategy and O2O online and offline integration strategy. Of course, each enterprise's industry, category, product attributes and actual situation are different. 1, product strategy a, network-specific fund strategy to develop network-specific products, adopt product differentiation strategy and launch online-specific products, which is especially in line with the current traditional bulk products and customized products enterprises and is conducive to the promotion and realization of O2O online and offline strategies. Through the network, aiming at the explosion of cost performance, multi-batch orders for single products can be formed, which can also give dealers confidence in profitability. The strategy of realizing online exclusive payment and product differentiation has several advantages: 1), solving price conflicts: online platforms of e-commerce such as official mall and Tmall mall can avoid direct price conflicts with offline, and can carry out comprehensive marketing promotion according to the market rules of e-commerce, consumer demand and marketing methods, and can hold high and fight high without worrying about direct interests and price conflicts with offline. 2) Offline interest protection: The orders made by customers who are guided offline in O2O are the performance of their dealers, and they also enjoy sales bonuses and service commissions, and the specific policies can be set flexibly; 3) Providing accurate customers and promoting sales: The private network has increased the growth of online sales and orders, providing new traffic portals and sales channels for offline. Through the marketing promotion of online platforms such as official mall and Tmall Mall, we can provide more accurate customers and people offline, thus improving offline sales performance; 4) Provide new marketing tools and sharp tools to promote orders: provide new marketing tools to promote orders offline. When the customer can't make a deal offline, the salesperson can use the preferential policies and cost-effective advantages of the e-commerce network to introduce the customer to the online official mall or Tmall Mall to check the order. After the customer places an order, the order will also flow back to the dealer to calculate the offline performance; 5) Break through the space and time limit of offline terminal storefront: Due to the limitation of display space, the storefront cannot display all the goods. When the customer is not satisfied with the goods offline, the store staff can guide the customer to the official mall to check the goods and picture display. The online description display is clearer and richer, and with the offline experience, the order transaction rate can be maximized; At the same time, provide stores with a 24-hour, all-weather commodity display platform to increase more trading opportunities; 6), dealers and online * * * against competitors: through the development of e-commerce, the use of online special funds and other means to expand online sales share, against competitors, while improving the local market share and voice of dealers; 7), new product launch momentum, publicity strategy For the company's upcoming new products, we will do pre-stage network research and platform display, and do not do direct sales. The focus is on pre-publicity of offline sales, even online CTOB booking, pre-sale and offline delivery services. There are several points to pay attention to in view of the online exclusive payment strategy: First, the number of online exclusive products needs to be controlled, and too many online exclusive products will definitely squeeze the sales market space of offline high-profit products. Second, the products specially designed for the network must be classic products with high cost performance, fashion, personalization and meeting the needs of online customers. This can be obtained through the internal historical database and online research, avoiding blind development or even directly selling offline traditional old products online. Third, the development of online exclusive products must fully consider the profit demands of dealers, including platform deduction points, logistics freight, etc., and take these factors into account when designing and developing. Brands and distributors have made some concessions. Online exclusive explosions are mainly about gathering orders and draining, and offline dealers can do some order conversion work. 2. The development strategy of network sub-brands. This is a common practice adopted by many brand enterprises, such as sub-brand Orange Home G-HOME, Seven Wolves Dancing with Wolves, brand AMPM launched by clothing brand Metersbonwe Bang Wei Bang Wei in Tmall Mall, online brand LOVO launched by home textile industry Luolai Home Textiles, and other well-known brands such as Belle. 3, inventory clearance, tail goods strategy. At present, the competition of clothing tail goods and the continuous introduction of tail goods sales model are also the integration competition of supply chain resources of traditional enterprises. Who can take the lead in gaining resource advantages, build a sales model similar to Vipshop on the platform, and at the same time, if they can innovate to become the golden channel of the platform, anyone can take the lead. Many traditional enterprises are still cleaning up inventory, tail goods and broken code products for offline distribution channels, which is of positive significance in a certain period of time. However, at present, the inventory business opportunities of many shoes and clothing enterprises are crazy at the end of the road, which is a legacy of historical traditional business model and dealer-led inventory production. They have no long-term development, and the future will be more like CTOB. It is imperative for enterprises to control and optimize inventory, and dealers will also introduce more intelligent informatization, predict demand and establish intelligent purchase judgment and CTOB mode, which will be the future trend. At present, the products that retail enterprises sell online are mainly out-of-season inventory products and online exclusive products, accounting for about 30% of out-of-season products and 30% of online exclusive products. Most offline stores no longer sell inventory products, so online and offline products do not cross each other, and they are two different price systems. The two sales channels can go hand in hand, and the conflict between products and prices can be avoided to some extent. 4. Offline synchronous online distribution strategy. Jiumu Sanitary Ware, a brand whose sales exceeded 1 billion last year, is actually integrating offline distributors into online distribution, thus integrating online and offline resources. 5. Online and offline same price strategy. This has certain restrictions on categories and higher requirements for enterprises. Some FMCG products can already be made locally, and Suning is also trying the same price online and offline. I had an exchange with Chen Fei, general manager of Fujian Camellia Home E-commerce Division. According to Mr. Chen, they have achieved the same price of online and offline normal products, and some products are differentiated. The warehouse allocation of dealers has been incorporated into the e-commerce sales service system, realizing multi-point and multi-warehouse joint distribution and realizing benefits. Camellia Home E-commerce 20 12 was established only a few months ago, and it achieved excellent results in the top category of 10 and the first in the plastic category just after the launch of Tmall Double Eleven.