In last year's "double eleven" Tmall (then Taobao mall) sales promotion, [44.94 -2.28% share research report, the sales volume reached 28 million yuan a day.

As soon as we entered the 2012, Shenzhen fuanna home furnishing Limited by Share Ltd (hereinafter referred to as fuanna) set up a new channel management center, and began to vigorously expand e-commerce channels.

According to the assistant director of Fu Anna and the director of new channel management center, China has implemented a network special contribution strategy. At present, there are more than 200 SKU (minimum stock unit) on fuanna line, which basically realizes the online and offline segmentation of products, and assumes the responsibility of promoting brand online.

Boost sales by exploding money

Before 2012, fuanna's way of electronic commerce was very cautious.

As a listed company, the sales of fuanna mainly rely on offline traditional channels, and there are more than 1700 stores and counters in the country.

Before considering the impact of online sales on traditional channels, the company did not invest heavily in e-commerce in order not to touch the interests of listed companies.

Let the company executives realize that online sales have potential and are likely to become new growth points of performance.

It is understood that as a home textile listed company, Luo Lai started e-commerce earlier, and founded LOVO as a exclusive brand of network sales.

However, its electricity supplier Department has bought the "fuanna" as the key word to guide traffic to the shopping website of Luo Lai, thus triggering the rights and prosecution of fuanna.

After more than 2 years of litigation, although the court ruled that Luo Lai lost the lawsuit, fuanna also learned the lesson, but also realized that we must use the new channel of e-commerce to deal with the market pformation.

According to Hua, although the company has launched a brand name "holy flower" for online sales, more than 6 of the online sales are still from the "fuanna" brand, and the sales account for Saint flower is 30%.

The operation of fuanna's e-commerce is not based on the expansion of SKU, but mainly by explosion.

For example, in last year's "double eleven" promotion, sales of 5 products reached 4000~5000, and sales of single products exceeded 2 million yuan.

Although fuanna has already realized the division of products on line and offline, it is not absolute.

To China, the company will launch more than 90 dedicated network contributions in one year, compared with 20% of all online sales.

From the network to o2o

For traditional enterprises, the success of channel operation depends largely on the success of the management structure.

Last year, the sales performance of the "double eleven" promotion made the management of fuanna not only see the potential of e-commerce channels, but also realized the potential of fuanna brand on the Internet.

China has repeatedly told the China business newspaper that fuanna pays more attention to brand image and brand connotation, and such "enterprise gene" will also be brought into the electricity supplier field.

As a result, the official store, which is about to be launched, can support online sales, but it is not the main purpose. It is mainly through the official website to display the brand to make up for the brand display that can not be completed on the integrated e-commerce platform.

The practice is very simple. There are fuanna's unified LOGO, hue and style on the official website. When other online platforms sell fuanna products, the shop and page "decoration" can be used directly, so as to avoid the influence of different styles on brand image.

In addition, the official website is also a window for interaction between users and brands. The design of network dedicated contributions can be completed under the participation of users.

For example, a specially designed network can be placed on the Internet for buyers to make comments and grading, and adjust the design and production according to the buyers' opinions.

When the product is actually online, the participating buyers can buy it at a lower discount.

In fact, the attempt to make contributions to the Internet under the mode of user interaction has completely surpassed the significance of selling products, but a typical o2o (from online to offline) mode.

To China, fuanna is opening up the online and offline sectors, such as placing orders online, customers can pick up goods from their nearest physical stores, and can also buy from online stores after experiencing the physical stores.

This advantage can bring about the upgrading of the physical store. Only a larger area and richer stores can meet the needs of online buyers.

Of course, if we want to really achieve the o2o model, we will face many difficulties.

For example, this vision mode is easier to achieve in Direct stores, but for franchisees, how to cut profits with headquarters is a difficult problem.