Red Beans Home: The "May 1" Online Offline Double Outbreak Five Days Income 61 Million 790 Thousand Depends On What?

How bad is the consumer market?

This year's May Day has not been easy to get together for five days long vacation. The number of domestic tourists is only 115 million, and the income is 47 billion 560 million yuan.

Last year's May Day was only four days off, but the two figures were 195 million people, 117 billion 670 million yuan!

Many people say that this year is to support the domestic tourism industry, but also can not afford to support it.

No retaliatory consumption, only retaliatory savings.

The environment is so great that many enterprises, now, do not say that they are going to reinvigorate themselves.

However, in this "51", a company has ushered in the trend of growth, not only on the hot line, even under the unpromising line, also set a total sales of 61 million 790 thousand yuan, an increase of 44% over the same period last year.

It is red bean home.

During the epidemic period, red beans were also hit by huge impact. Thousands of shops were closed, but it quickly identified the countermeasures, and finally ushered in the double explosion under the "51" online and offline.

How did it do that?

1. From inventory crisis to industry first

Seven or eight years ago, red bean home made many common mistakes in traditional businesses.

For example, blindly believe that "channel is king", and only responsible for their own production, and then waiting for wholesalers to find their own door-to-door.

For example, heap SKU, think a cargo can do one hundred million, ten goods will do one billion.

Another example is heavy marketing. For a time, Zhou Wenjiang, the general manager of red bean home, even brought executives to the store every day, playing chicken blood for employees, sending leaflets to the street and doing various discount promotions.

As a result, several sets of boxing came down, and the red beans were backlog of hundreds of millions of inventory at home, and cash flow was restrained, and channel construction also encountered bottlenecks.

Zhou Wenjiang shared with him at the blast strategy headquarters. "After experiencing these pits, I realized that this is going to continue.

He began to think deeply about the question: why should consumers choose their brands?

Knife elder brother thinks, this is also a problem that all enterprises should think about.

So red beans began to transform and upgrade their homes.

The transformation results are visible. In 2017, more than 1000 stores broke through in one year, and sales increased by 78% in 2018.

After summarizing the experience of transformation, Zhou Wenjiang emphasized two words: users.

Zhou Wenjiang said that red bean home has changed from channel thinking to user thinking.

But to tell you the truth, user thinking is a rotten Street word at present. Hardly any enterprise will say that they have no user thinking. Everyone is saying that they create value for users.

The question is: how to do it?

2. During the epidemic period, red bean is still fierce at home.

After the arrival of the epidemic, red beans were caught unawares like many other businesses.

But soon, it passed the social business, 2 weeks to break through 10 million sales, 3.8 baby soft soft Wen chest section sales is about 40000000!

So many people are envious of their online marketing.

But in the view of Dao Ge, it is more worthwhile to learn its product capability.

Product is 1, marketing is 0.

At the beginning of the transformation and upgrading of red bean home, its path is to dig deeper into the user's pain points and make more sophisticated products.

The secret is: focus.

The first is focusing on categories.

Behind the brand is the category, so on the one hand, we should be the user centered category, and on the other hand, we should only introduce strong related products. From warm underwear to Nightgown, to brassiere and red bean every step of the way, you must walk steadily.

The next is focusing characteristics.

Products are most afraid of mediocrity, must have characteristics, a needle piercing the sky.

For underwear, Zhou Wenjiang believes that the most important thing is "soft" and "comfortable". Therefore, the red bean home has made the red bean down through the continuous improvement and optimization of technology and technology. The soft underwear has been used to solve the problem of warmth, airtight and discomfort of the warm underwear products in the past. It also subverted the consumer's cognition of warm underwear and plush in the past.

Only last year, "double 11", red bean home red velvet soft underwear, total channel sales as high as 300 million!

"Softness" and "comfort" have also become the brand of red bean home brand, which is extremely destructive.

Finally, focus on single products.

Behind the brand is category, behind the category is explosive products. Now is not the era of SKU, the more the better, enterprises should pay attention to the long tail efficiency, only to make a big single product, the product will have vitality.

The red bean velvet underwear mentioned above and the baby soft cotton bra are the biggest single products.

Based on the needs of users, we should dig deeper into users' pain points and focus on the ultimate experience. This is the transformation and upgrading of red bean home.

3. "Explosive products are immune."

When the epidemic suddenly came, red beans were not in a panic at home. Zhou Wenjiang said, "explosive products are immune."

However, many enterprises have gone from bad to worse when the epidemic has not yet arrived.

In the underwear industry, the fame of urban beauty and the south is no less than that of red beans.

City beauty sat on more than 7000 stores in 2014. In June of the same year, Hongkong went public, and its market value soared to HK $18 billion a year later. But because it is too rigid in the offline stores, it missed the best transition period, and today its market value is only 2 billion 200 million Hong Kong dollars.

The south pole, smashing advertisements, distributing channels, and asking stars, is known all over the country. But after 2008, it cut off the production end and the sales side, and started the business of the tag business.

Entrepreneurship is a narrow escape. Enterprises that do not actively evolve can only go to dead ends.

To be a man is never too old to learn; to do business is also a truth.

The domestic epidemic has gradually subsided, and the market has come to a comprehensive resumption of production, and the consumption demand of the public will be further released. Waiting for every enterprise may be a wave of dividends, or perhaps a more brutal competition.

It's time to get ready.

This year, the golden wrong knives, including Zhou Wenjiang's valuable experience of eight industry mentors, was compiled into a first lesson of explosive strategy, which was jointly presented by eight top business leaders such as Jiang Nan Chun, Zhou Wenjiang and Ye Guofu.

Behind each class, there are a lot of methods, such as explosive thinking, practical experience, and so on.

This is a practical methodology that can be copied and only landed. It is also an explosive growth course that business leaders have summed up. In difficult times like epidemics, it is also a guide to survival and growth of enterprises.