The Pition From Price War To Value War Is Urgent In The Footwear B2C Market.

Compared with others

In China, the cold wave of the concept stocks has not passed, and a large number of e-commerce enterprises will be listed in the short term.

Not long ago, shoe B2C Le Tao CEO Bi Sheng was outspoken. The electricity providers were too impetuous. Most of the businesses were losing money. They wanted to make another pition, and urged their counterparts to calm down and return to the essence of business - making money.

According to Bi Sheng, the marketing expenses of Le Tao net account for 50% of the time, and have been losing money to sell shoes.

Forerunners' price wars are all mixed up.

According to public information, in 2008, Bi Sheng founded the Le Tao net after leaving Baidu. Yue Tao was the first to make toy B2C, and after half a year, he pformed into B2C.

During the pformation of Le Tao network, good Le bought as the first batch of domestic crab B2C to eat crab business, as early as August 2007, has been on-line operation, the first advantage is obvious.

However, after the pformation, Le Tao network showed strong development.

In the price war and advertising war, Le Tao net and good music bought into a competition for the war of burning money.

Although speaking to each other orally, they are always staring at each other's actions.

The result of low shoe sales is the serious hang up of input and output.

To a certain extent, it has diluted the interests of brands, but also caused a lot of "blood loss" and shortage of funds.

According to an industry insider who does not want to be named, "there are already a lot of upstream brands who can not afford dumping at low prices have given up their cooperation, and have begun to rectify relevant channels and agents, and prohibit the emergence of cheap supply and any fleeing of goods to footwear B2C enterprises."

These people also pointed out: "footwear B2C is the third largest vertical subdivision area after clothing and household appliances.

At present, the total retail sales of China's footwear market is 400 billion yuan, while online sales account for only 4% of the total market scale, and the future growth space is very broad.

In fact, compared to other categories of electricity suppliers, footwear B2C market space is very large, there is no need to use mutual price war to seize market share.

Although the footwear B2C enterprises have won a lot of capital and have a strong reputation, the intensity of competition is far from reaching the level of hand to hand combat.

At present, the first camp in footwear B2C includes Le Tao net, good Lok buy, Tao shoe net, excellent purchase network, etc. Although, though the first camp is in the same place, these companies have different operational concepts and operational strategies and tactics, and the competitive relationship is complicated.

{page_break}

The rising star is the main champion of value war.

Compared with the public widely known as Le Tao net and good Le buy, the popularity of excellent shopping and Amoy shoe net is not as good as the former two, but the difference in mode is obvious.

The late start of the purchase network is backed by network giants Baidu Inc and footwear giant BELLE two big trees, on the entrepreneurial team, with the former vice president of BELLE international [14.220.00%], Zhang Xuejun, vice president of the original Vic, Zhang Xiao Jun, and vice president of the former Jingdong mall Xu Lei as the core of the luxury operation team.

As a footwear B2C independent of the original system of BELLE, it can be said that the capital and experience of excellent shopping network are all complete. As long as it takes time, it will definitely impact on Le Tao net and good music purchase.

And the shoe net that grows up to global shoe net that relies on B2B platform, differ from the diversification that is good at happy buy, excellent buy network is expanding, since its inception, always stick to shoe industry, and name is Amoy shoe net, from the name cut off the road that makes other category in the future.

Tao shoes net first cut into the market from sports shoes, and made a deep penetration of sneakers, and began to extend to all kinds of shoes such as leather shoes.

From the perspective of supply chain, Amoy shoe net is located in Jinjiang, Fujian, which is the base of China's sports brand. Therefore, its supply channels can be directly connected to the ground, so that those competitors located in big cities are incomparable.

Because the shoe net is directly purchased from the upstream brand dealers, and the price is consistent with the brand's policies, it has a good deep cooperation relationship with the major brands, which is closely linked to the idea that the price war is turning into a value war, so that although the pace is slower, it is consistent with the interests of the brand. "

According to Tu Rong bid, apart from not taking part in the price war and advertising war in the industry, Tao shoes net is also exploring the breakthrough of differentiated marketing.

This year, the sales volume of the shoe net will exceed 150 million, mainly from the official website and the third party platforms. The flagship store of Taobao mall is ranked the top four in the category of sports shoes, and about 4000000 sales will be achieved on the day of "double eleven".

Analysts pointed out that, in the increasingly fierce competition in the footwear B2C industry, many enterprises have invested huge amounts of marketing costs while selling tens of dollars on each pair of shoes to sell to consumers, thinking that this can expand the market and retain users. This kind of operation is hard to sustain for a long time.

In fact, consumers are cheap, but not cheap. If only love is cheap, consumers can buy stall shoes.

Only those shoes B2C enterprises that only sell genuine products and insist on direct cooperation with brands and do not sell goods through various channels will be able to go further.