E-commerce operation mode under the epidemic situation of start-up brands

Today, the whole e-commerce industry is still in an unstable state, especially the start-up brands, the market competition is more intense, and the living space of more start-up brands is compressed, such as the lack of price advantage in the supply chain and insufficient human capital. So how should start-up brands adjust and optimize their e-commerce operation strategies to gain new impetus? Guangzhou Barley, as a running partner of e-commerce industry for more than 10 years, especially noticed that start-up brands should strive to tide over the "difficulties" of the epidemic. In view of the above problems, Wyman, the founder of Guangzhou Barley, shared this article "How do start-up brands gain new impetus on the e-commerce platform at this stage", hoping to bring you more ideas to solve the problems of e-commerce operation and new impetus for brand growth. The following are four key issues in this sharing: 1. What actions can start-up brands do to reduce risks in the face of recurring epidemics? What can be laid out in advance? 2. How can start-up brands keep their original brand tonality and continue to "live"? 3. Will Tiktok/Xiaohongshu/traditional e-commerce platform be the first choice for start-up brands in the second half of this year? 4. Under the epidemic situation, how should 6 18 start-up brands play on the e-commerce platform this year? 0 1 What actions do you think start-up brands can take to reduce risks and do their best in the face of repeated epidemics? What can be laid out in advance? When the national economic growth slows down and the uncertainty increases, the brands that can survive must be those products with core competitiveness and differentiation. So I have two suggestions for start-up brands: First, make the enterprise small, dig deep into its core competitiveness, and only keep the core departments and teams of the enterprise. Every marketing change has actually brought great challenges to the existing organizational structure. Due to the imperfect scale, start-up teams often face the limitations of new marketing perception, which is easy to increase trial and error time and even add more extra costs to enterprises. For start-up brands, it is not recommended to rush to invest heavily in assets when the external environment is unstable. Paying attention to commodity reserves and using limited resources to do a good job in supply chain are the key to competition. For other modules that do not have their own advantages, you can choose a third-party service organization that outsources light assets. They usually have professional stability in the field of data precipitation and promotion and marketing, and can quickly make up for the lack of contingency experience of start-up brands in time precipitation in a certain period of time. Second, focus on products, make a hole, and put limited resources into maximum output. Competition has intensified the reduction of the original space of start-up brands. The key to solve this problem is that start-up brands need to find their own core single product advantages, use limited resources, concentrate on creating single product explosions, drive categories with single product explosions, and achieve sales breakthroughs. Third, in the special period of the epidemic, enterprises should pay more attention to the combination of brand attributes and social attention. How do you think start-up brands can keep their original brand tonality and continue to "live"? To tell the truth, in the current business environment, it is a low probability event for a start-up brand to complete the double promotion of sales volume and brand. In my opinion, at this time, "surviving" is more important than anything else, and the core condition of survival is that products should be competitive. The explosion of data is a major feature of today's society. Start-up brands urgently need to find certain factors in the uncertain market, extract useful patterns and laws from massive information, and turn data into business intelligence, thus improving their core competitiveness. For example, in this Shanghai epidemic, the brand will be affected by various uncertain factors such as consumption and logistics at any time. Does the brand have enough operational ability to resist risks at this time? The key is what kind of data support the enterprise needs. After studying and analyzing the data of its own users, we can correct the product and strategic direction in time, improve the service and precision marketing, and the reliability of brand management will increase. From the investment point of view, if the cost of data research is less than the value brought by research results, data mining is worth doing. When you have been on the relatively optimal route, the influence of uncertain factors on you will be reduced. At the same time, brands need to pay more attention to content communication, because many times the impact of the market has a time effect, and the epidemic will eventually pass, but content communication can be used as a brand to precipitate assets, which is a long-term interest. Do you think Tik Tok/ Xiaohongshu/traditional e-commerce platform will be the first choice for start-up brands in the second half of this year? At present, it seems that most categories and brands will still be on the traditional e-commerce platform. For the emerging marketing platform, the traditional platform still has relatively mature user volume, consumption mentality and shopping consumption environment. Whether the start-up brand chooses the traditional e-commerce platform as the preferred position mainly depends on the category attribute and price positioning. Generally speaking, content e-commerce (such as Tik Tok e-commerce) is more suitable for products with strong freshness, low customer list, high gross profit and quick consumer decision-making. Start-up brands with these conditions can consider the content e-commerce platform as their main position, otherwise it is recommended to choose integrated e-commerce. At present, from the sales results feedback from our customers, it is similar to my inference. For the future, we think there will be a trend of multiple independent TV stations. At present, there are many independent e-commerce stations in the United States, and there will be independent e-commerce stations and platforms in China. I believe that the traffic cost of the entire e-commerce will tend to be consistent in the future, and the traffic cost of all platforms will be the same. How do you think 6 18 start-up brands should play on the e-commerce platform this year under the 04 epidemic? This year's epidemic has a great impact on consumer demand. At this time, start-up brands should be more correct and stable. First of all, start-up brands should make use of the opportunity of 6 18 stage to create explosions, so as to achieve accurate positioning, rapid spread and firm determination. At the same time, when formulating strategies, they should focus on the preparation of main product content and the accurate spread of people, and take ROI as the guide. The construction of traffic structure can not be limited to a single dimension, it should be inside the station+outside the station, pay+content, public domain+private domain, otherwise it will be difficult to realize the explosion. Secondly, marketing investment. Because the gross profit space and drainage cost of each category are different, the proportion of marketing expenses to sales of each category is also different. We suggest to consider: FMCG accounts for 30-50%, and clothing, shoes and bags account for10-30%; On the other hand, according to the population and flow cost of the platform, the proportion inside the station is 15%-20%, and the proportion outside the station is 10- 15%. Summary Through sharing, we know that young start-up brands have different genes and different ways of growth, just like boats sailing in different directions in this "storm", and their styles of play are more diverse according to their own resources. But there is one thing we can do: brand is a long-term career, and we will talk about the future if we live. In this regard, start-up brands can do more in-depth crowd data analysis on the market in the early stage of building products. The launch of new brand products should not only be the creation of single products, but the delineation of a category. In the fierce competition environment, consumer operation analysis is a favorable soil for building new brands. Guided by product breakthrough, start-up brands will not lose the cornerstone of long-term development. As a five-star service provider of Tmall and Ali Mama, Guangzhou Barley has more than ten years of experience in one-stop business solutions for e-commerce, and can provide six core services, namely data service, customer service, e-commerce promotion, e-commerce operation, e-commerce live broadcast and content marketing, for brands at different stages of development. We will fight side by side with the brand, help the brand maintain a certain growth in the whole life cycle, and continue to help the brand gain new impetus for development!