Digital transformation case of traditional enterprises

Speaking of Belle, the first reaction of many consumers will be Belle women's shoes.

In fact, behind this name is Belle International, a large fashion sports industry group covering three major businesses: footwear, sports and clothing. It owns more than 30 brands, nearly 20,000 self-operated stores and nearly 65,438+10,000 employees.

20 15 under the impact of e-commerce, many traditional industries are facing the dilemma of declining performance, and Belle International is no exception. 2065438+July 2007, Belle International completed privatization, and Gao Xian became the new controlling shareholder of Belle International. Since then, Gaochun and Belle International have begun to vigorously promote digital transformation.

During this period, Li Liang, the partner of Gaoling and the head of DVC (Deep Value Creation), led 120 technical and operational experts to Belle International, and started the overall digital transformation exploration of the company together with Belle team.

In the past few years, the results have been remarkable:

"Double 1 1" has been in the TOP 10 of Tmall's women's shoes industry list for three consecutive years, including TATA, STACCATO and TEENMIX. What is even more rare is that the sales of offline stores are also growing.

20 19 10, Belle International's sports business line was split and listed, and now its market value has increased to more than 70 billion Hong Kong dollars.

During the epidemic in 2020, Belle International stepped out of a perfect "smile curve" against the trend. In the first promotion 6 18 after the epidemic, the online sales of Belle International Fashion Shoes and Clothing increased by 45% year-on-year, and the offline sales increased by 10.5%, setting a new high in the past five years.

……

Why can Belle International achieve such great development when e-commerce lags behind people from the beginning, the market changes so fast and the competition pattern is so complicated? What role did Gao Ling play in it?

Tutor | Li Liang Gaoling Partner, Head of DVC (Deep Value Creation)

In this course, Li Liang admits that Gao Yan encountered many challenges at the beginning of entering Belle International:

1, morale problem. A company has experienced a year-on-year decline for more than ten consecutive quarters. Many well-known consulting companies have helped it, but they still haven't let it out of the Woods. How to maintain the morale of 65,438+10,000 employees?

2. Cognitive problems. There are too many consulting companies that give advice to Belle International, but A is right and B is right. Which is the perfect choice?

3. Strategic issues. The digital transformation strategy has been set, but how to land? What is the 100-day plan?

In the main class, Li Liang's 100-day plan is wonderful.

Please click on the applet to make an appointment.

What did Gao Yan do right by cooperating with Belle International to explore digital transformation?

From several stories, we can get a glimpse of one or two.

Shortly after Belle International took office, Li Liang went deep into eight regions for field investigation. When visiting a store in a certain area, a clerk asked Li Liang, "Can you uninstall five or six apps installed on my mobile phone?" Li Liang was surprised, because as the new head of Belle International Science and Technology Center, Li Liang knew that these apps were made by more than 0/00 people in Science and Technology Center/KLOC, with the purpose of empowering terminal clerks. And according to headquarters data, more than 90% of employees use these apps every day.

However, the clerk told him that grassroots employees know that the headquarters has installed these apps on their mobile phones to manage daily operations and understand the implementation of employee KPIs. However, because these applications are difficult to use, many employees just spend two seconds playing with a card.

"This matter is actually quite sad." This is the most direct feeling of Li Liang at that time.

But in fact, this is indeed the real situation of digitalization of many large enterprises at that time. Most large enterprises are engaged in internal App research and development. When doing demand research, science and technology centers often only listen to the opinions of regional leaders or product managers, and rarely communicate with front-line store managers, because store managers are busy selling goods. The end result is that the designed things are far from the actual needs of the front line.

"Never do things like' Your mother thinks you are cold, so you must wear long pants'." Li Liang said.

20/kloc-At the beginning of 0/8, Belle International is testing whether to digitize the try-on rate data. At that time, technical equipment was more expensive. If the equipment laying cost of each store is 20,000 yuan, then the cost of 1 0,000 stores is 200 million yuan. Such a high test cost has caused great controversy internally.

However, Li Liang insisted on conducting MVP tests in several stores of one brand of the group. Soon, they found a very strange phenomenon: a shoe that tried on the top of the list, the sales volume ranked around 30th. According to Belle International's original practice, such SKUs will definitely be eliminated and will not be replenished.

However, Li Liang believes that in the footwear market, it is a very expensive action for users to try it on-first talk to the clerk, sit down and wait for the clerk to get the goods from the warehouse, and then take off the shoes and put them on when trying them on ... Consumers take the time to vote and try them on first, which shows that many people like it very much, but there is definitely something wrong in the end.

Why is there such a big deviation between the try-on volume and the sales volume of this shoe? The clerk told Li Liang that the reason was simple: it was a sandal, and it didn't fit her feet. Moreover, this situation occurs almost every day in the store, and the clerk has become accustomed to it.

Why don't these shoes follow their feet? Their analysis found that this shoe is a new shoe last type, and the belt at the back is a bit long during the production process.

Li Liang quickly reflected this problem to the product department. In the next batch of replenishment, the strap of this shoe was improved, and the final sales volume exceeded 10 million, becoming a bestseller.

After that, Li Liang sampled in several stores, and now this action is completely hidden in the normal action of this brand.

In the main class, Li Liang tells a wonderful digital case.

Please click on the applet to make an appointment.

In this process, Li Liangyou has many wonderful expositions:

1. A large enterprise like Belle International, which has grown up with the rapid economic development in China, is very capable. But why do they always feel that they have been greatly challenged in the past five to ten years? In my opinion, the most important challenge they encounter is actually the challenge of talents.

Because the youngest, most energetic and most innovative young people have gone to Internet companies, and this is a positive cycle-young people have gone to Internet companies, and enterprises have developed better, attracting more young people to them, so there is no young blood to go to traditional enterprises.

2. Why is it so important to face consumers directly after 20 17 and 20 18? Some people may say that 20 1 1 this article is also very important. Yes, but there was no WeChat at that time, and there is no private domain traffic now. In other words, there was a lack of means to wake up users repeatedly and unsuccessfully. There are a bunch of phone numbers that are useless. It costs money to make a call, and the wake-up rate is extremely low. It is not a private domain traffic operation.

3. Data assets will not be consumed. The more you use it, the more data you feed back when you use it.

4. Be sure to look out. Don't drive with a rearview mirror when you have incremental data.

5, the data is fresh, just like seafood, after getting the data, there must be a process of use.

In this lesson, Mr. Li Liang systematically shared the digital transformation process of many enterprises including Belle International, deeply analyzed the methodology of digital transformation of high-tech enterprises, and dismantled the landing methods, difficulties and ways of organization and cooperation including digitalization of goods, stores, services and shopping guides.

Through this course, you will get:

1. Reevaluation method of enterprise core competitiveness under the trend of digital transformation

2. Principles and methods of digital transformation of large and medium-sized enterprises.

3. Scenarios and ideas of digital transformation application

Suitable for people:

Founders and executives in the retail and consumer industries, and students interested in the digital transformation of enterprises.