Traditional enterprise e-commerce development impediments to the reasons

Traditional enterprise e-commerce development hinders the reasons

As an e-commerce operation or Internet transformation practitioners, must not stay in the technical and promotional level, to team building as the basis, deep into the back of the enterprise, become a business person, stand in the enterprise point of view, change the way and time of service. The following is organized by me for the traditional enterprise e-commerce development obstacles to the reasons, welcome to read and browse.

1. Background

yy company since the start of the e-commerce work, the first phase of the establishment of a 5-person e-commerce team, because of the conflict between the old brand and the original nearly 30 years to build up the marketing system as well as yy company's e-commerce team is located in a remote location is not conducive to the team building operation and rapid development of work ( Foreign trade talent is not good to find), in six months, in the provincial capital and established a new brand new team. Up to now, has initially formed a stable e-commerce team, a clear division of labor, a clear performance appraisal, a relatively scientific salary system, two team members are able to skillfully apply a variety of network promotion methods, tools and technologies, and initially formed a mechanism for communication and collaboration with the relevant departments of the yy company, after nearly 2 years of work, the yy company to establish a realistic e-commerce operating model and double Team dual-brand PK and operation mode. However, from the beginning of the year to the present, network user inquiries close to 7,000, a conservative estimate of the demand for high-quality inquiries nearly 50 million, while the e-commerce sales performance of 10 months only 6.2 million. This is a far cry from the fact that yy company network brand display, traffic, visibility and network development user inquiries in the same industry has done the industry's first place! I had to put energy from the e-commerce operation part of the transfer to the docking and communication with the enterprise backstage, after 3 times the company's board of directors of senior leaders of the management meeting held for inquiries into how to improve the conversion rate to do in-depth communication and discussion, I more y realize that e-commerce in business operations in the barrel effect: the traditional enterprise e-commerce benefits of the rapid increase, depending on the shortest with the enterprise business management that The main purpose of the E-commerce is to provide a platform for the development of new products and services, such as product positioning, product research and development, price setting, customized production, marketing management, industrial restructuring, business model innovation, and so on.

2. Problems and Countermeasures

2.1 Price bottleneck

yy company's full line of products price itself than the industry 30% higher than the individual models of products and even more than 1 times. At present, 70% of the network inquiries do not deal with the user, because the price problem, can not carry out follow-up communication and development work. And because of yyy long formed price system and distributor system, price adjustment is a long way to go. In front of the business managers is the problem: first to market share? Profit first? Or to market share and want to profit?

Countermeasures:

As soon as possible to clarify and optimize the price system, the development of a rapid response to the network inquiry users of the effective quotation strategy and system; in response to the inquiry of the user is more intensive product demand, planning, design and research and development of explosive products, with a reasonable and reasonable low-priced strategy, to capture the users of such products, strengthen the brand, integrate sales resources, linkage to the sale of other products, to promote the user's referrals, The company's main goal is to create a new generation of products and services that are more affordable, more efficient, and more affordable than ever.

2.2 Product shackles

30% of inquiries are not closed because there is no product that the customer needs, or some products need to be customized or transformed, and the background of the enterprise is slow to respond or not respond. Although the call of Industry 4.0 day by day, but in the specific business operations, not so simple, which is the enterprise production line, procurement system, operating workers, and department heads are a test, when the industrial e-commerce into the traditional business executives in the line of sight, the majority of enterprises can not be felt through the benefits of e-commerce to the user on the backend of the pressure of the work of the various, but a small number of enterprises to feel, but often look at a large number of user Demand, but can not gladly go, embrace the user, the reason is that there are many shackles locking the enterprise e-commerce forward.

Countermeasures:

For their own enterprises for a long time can not produce the product, for the user to do trade, the customer resources to retain; for yyy company for a short time can not produce the product, but the demand is large, the deployment of e-commerce department and the production department of the new product planning and R & D report, and around it, the regular seminars and to promote; for the simple replacement of parts and small adjustments to the production line will be able to product demand that can be solved by simple replacement of parts and small adjustments to the production line, form a performance incentive and management system to promote. To regularly collect and analyze the network user demand analysis report to promote yy company product development system, the formation of explosive products to fight the price war to improve market share and brand reputation, profit products to promote cross-selling to improve the return on investment in e-commerce, seed products to capture market changes, to solve the aging of the product lifecycle of the product family and product strategy mechanism.

2.3 Shackles of the traditional marketing system

In view of the e-commerce work and performance enhancement, and constantly to the yy company's original dealer system constitutes the pressure and conflict. Pre-attempt, the inquiry assigned to the dealer, found that there are individual dealers selling competitors' products. In fact, in the author's other services in the course of the enterprise, and even appeared because of human factors, price, policy, delivery and other aspects of the protection of criticism, affecting the enterprise scientific and orderly dealer system. Undoubtedly the involvement of e-commerce intensified highlights the various aspects of the distribution system is not robust in the rapid development of the corporate Internet era, a variety of non-adaptation and incoherence. How to re-engineer the traditional enterprise original dealer system, while effectively solve the online conflict, strengthen oto collaboration, this is the e-commerce practitioners in the next few years will gradually encounter, to gradually solve the key issues.

Countermeasures:

In view of the yyy company network orders some need local dealers supporting services, while adapting to the trend of the era of the benefits to the user, to design the pre-integration of dealer resources, and later to help traditional dealers to transform the new era of network dealers of the ototo model, through the development of customized ototo sales management software, as well as the design of geographically based and reasonable sharing of profit Calculation and settlement mechanism to alleviate the conflict between online and offline, fully integrated dealer system resources, increase overall sales, and thus improve yy company's full product line, the whole process, the national industry solutions service capabilities. On this basis, through the data, standardization, process, information technology, e-commerce system operating platform, to achieve the traditional dealer gradually transformed into a service provider of the strategic objective, for yy company in product sales, accessories sales, professional services and industrial restructuring escort.

2.4 Lack of Marketing Management Lean

There is a lack of efficiency in tracking and responding to sales leads, and the inability to fully utilize the potential customer resources brought about by e-commerce operations. And the original sales commission to incentivize the e-commerce team's mechanism has been some problems, can not meet the current yyy company e-commerce operation reality.

Countermeasures:

In the future, we need to develop and implement the incentive model of integral mechanism, and combine the sales volume, inquiry volume and workload of the three dimensions of the integrated multi-dimensional scientific performance assessment, through the statistics of sales performance data, the ring year-on-year analysis, and the scientific development of the sales target, which will guide the sales management. Further consolidate and improve the e-commerce operation mode platform, integration of third-party organizations and individuals, to find out the independent operators of the 'big platform, rich ecological, multi-sales terminal yy company big e-commerce model. At the same time with yy company senior leadership, *** with the development of sales conversion for sales related personnel performance appraisal and compensation system issues, so that with the conversion of the relevant people can unify the mind, *** to bear the risk and *** to enjoy the benefits. Gradually explore yyy company marketing industrialization, including sales team professionalization, sales management process and marketing management data.

2.5 E-commerce input return system to be established

yy company network promotion has invested human and financial resources, although a certain degree of success, but how to specify and data, is a problem. If you can't clearly identify the breakdown of input costs, you can't categorize and summarize the quantitative benefits of statistical output, and you can't continue to improve and optimize your e-commerce roi.

Countermeasures:

Establishing a data-based input-output-reward system, with the data including traffic data, inquiry volume data, and sales volume data, and with the return including the brand, the user, and the performance of the three dimensions according to the time, weekly, monthly, quarterly and annual time dimensions, to provide business leadership to provide data support for e-commerce decision-making, evaluation, measurement, input. The "publicity cost input and output table", "inquiry classification summary analysis table", "2016 e-commerce input and output plan"

2.6 The collaboration between the front and back office is not timely and in place

In the past, the collaboration of work, such as the quote is not timely and not allowed to be on time, the logistics and delivery of the frequent errors, and not able to provide users with the needed Network users of the product needs of some need to be customized and personalized development, R & D and production department can not respond quickly and so on.

Countermeasures:

The development of e-commerce team in-depth to the enterprise R & D, production and logistics warehousing and other aspects of the work system; the establishment of yy company's e-commerce work to promote the Committee, held regularly docking and questioning, the formation of the minutes of the regular meeting to promote the yy company's Internet transformation management mechanism; research and design of e-commerce operations oriented to the transformation of the benefits of responsibility and rights of the mechanism.

2.7 Information silos and weak data awareness

There is no complete, scientific customer resource management system, sales, logistics, service and other multi-party work generated by the information and data, there is no standardized process and tools to collect, organize and analyze. E-commerce inquiries in the past or sold goods, the need for fast and accurate information systems to confirm, record, organize and summarize.

Countermeasures:

Strengthen the construction of user research and community operations; try to deploy saas mode mobile sales management tools; optimize the standardization of the sales process with the form of the process and mechanism; the establishment of yy company in the industry of the user eco-community data, through the operation of the community, the integration of technology, activities, resources, improve user loyalty and satisfaction, on the basis of which, feel the establishment of platforms to further deepen the understanding and analysis. The company's goal is to create a platform that further integrates users in a deeper way.

2.8 Business management to be studied and improved

1) Strategic management and business model innovation

In addition to a substantial increase in the number of enquiries for the whole product, the enquiry for the accessory product is also a lot of multi-product sales, as well as based on the network users of the network of specialized product research and development and sales aspects.

2) Cultural construction

Sales transformation requires R & D, production, logistics and other departments to cooperate in the process of the need for comrades at the top, middle and grass-roots level of unity of thought. As well as corporate culture construction in the Internet era of remodeling.

3) Organizational restructuring

Inquiries come in, involving different departments, positions and work links, the need to optimize and adjust from the organizational structure, job division of labor, business processes.

Through the above problems listed and analyzed, found that some problems are individual problems, but some problems are systemic problems of business operations, involving corporate culture, organizational structure, business processes, innovation capabilities, industrial restructuring, etc., which requires that all the personnel of the enterprise on the Internet to bring the impact of the impact of the enterprise and the impact of the preparation and countermeasures, at least for the last 2-3 years of the pain, it is impossible to avoid. This requires leaders to objectively have a strong ability to control, subjectively have enough courage and courage, which requires middle managers objectively have a fast and effective learning ability and self-adjustment ability, subjectively have an open and inclusive attitude and awareness, which also requires grassroots executives, objectively have a high Internet literacy and execution, subjectively have a high degree of professionalism and quantitative results-oriented work consciousness.

3. Optimization of the work of training and coaching

3.1 Regular summary and docking

1) Monthly summary (a fixed time each month to dock with the senior management for the issue of the person in charge and the work to complete the time nodes of the arrangements and deployment,

2) 2 Weekly docking meeting (e-commerce team to regularly enter the back office)

3) the establishment of a work group for rapid interaction

3.2 training and counseling and meeting communication

Year-end training and meetings (different topics: Internet, sales, business management)

Quarterly training and meetings (focused on the issue of targeted

Monthly meetings and training (on-site training in conjunction with issues arising from docking sessions)

Weekly meetings (grassroots communication on specific matters)

3.3 Management Enhancement

Gradually, we have formed a well-documented and well-documented document in the areas of target management, performance appraisal, compensation system, strategic management, and business model innovation. Formation of documents and systems that have been repeatedly demonstrated.

As engaged in e-commerce teaching and time to work for many years the author, a deep understanding of e-commerce is no longer selling goods to do performance, e-commerce on the enterprise industrial structure adjustment, brand promotion, the accumulation of user resources, and then on the corporate culture reshaping, organizational structure and business process optimization have the role of integrated governance and value. With the development of e-commerce, enterprises to do e-commerce strategy, skills, system is becoming more and more mature, the author believes that a general competitive intensity of the industry, if the enterprise hired to a more than 5 years engaged in industrial e-commerce work experience in e-commerce professional manager as a departmental manager, and by the general manager of the direct management of the personnel invested in the annual investment of about 5-10 people, invested in the advertisement of 200,000-300,000 (if you do) Foreign trade is about 30-50 million), respectively, do a good job of e-commerce operations positioning, network asset planning and design, network team building and management, network operations system construction and operation, etc., after 2-3 years of network promotion and publicity, this enterprise in the network brand awareness, inquiries about the user development capabilities are likely to become one of the industry's top three, if it is a high-intensity industry, and then according to competitors' competitiveness of the network, in the The investment in human and financial resources will have a different range of growth. However, how can these inquiries and brand awareness be transformed into performance and realized into profit? Depends on the enterprise's industrial base and the speed and degree of progress with the Internet + with the times. As an e-commerce practitioners also feel that the e-commerce practitioners managers quality and business management and operation ability of the higher and higher requirements. As an e-commerce operation or Internet transformation practitioners, must not stay in the technical and promotional level, to team building as the basis, in-depth business back, become a business person, stand in the enterprise point of view, change the service mode and time.

The role of the service process positioning, but also to have a renewed understanding, to dare to say and do, even if it touches the interests of certain departments and managers, forced to terminate the cooperation, but also can not just define their own work is the amount of inquiries to show the amount, or strategic planning, not responsible for the results and other reasons and self-limiting, otherwise the traditional business Internet transformation and e-commerce, out of the benefits, it is difficult to have rapid results. At the same time as an e-commerce practitioners should pay attention to avoid with purely through the performance of judging the success or failure of e-commerce business managers, they can not objectively understand e-commerce from the company's strategic development needs, so in e-commerce operations can not be mobilized from the manpower, financial and other corporate resources on the full force and may not have enough courage to break the inherent management bottlenecks and interests of the shackles of the management model and mechanism of innovation. E-commerce practitioners should focus on both the pursuit of performance growth and focus on e-commerce operations to enhance the overall level of business operations and core competitiveness to enhance the role of business managers to communicate and cooperate. Because the value of e-commerce and the results presented, involving technology, products, services, prices, teams, industrial base, people and other factors, including business managers, the unity of thought of all levels of personnel in the enterprise, the collaboration of various departments and to promote the e-commerce team and the strength of the work of the support and protection, plays a decisive role in affecting e-commerce success or failure of one of the main factors.

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