On November 10th, there was less than one day from Double 11 and Tmall's various pre-sales lists were announced. According to statistics from ECDATAWAY's product intelligence statistics, as of 0:00 on November 9th, Barabara ranked eighth in the Twelve Children's Wear 11 pre-sales list.
Although the pre-sale results are not eye-catching, it is understood that in the 2014 and 2015 double 11, Barabara has always ranked first in the children's wear category. Among them, in 2015, double 11 single-day sales reached 150 million yuan.
A few days ago, Senma E-Commerce Operations Director Zhang Hongliang said in an interview that this year's double 11 Barabara's preparation goal is 300 million yuan, double the sales of 150 million yuan last year. The goal is directed at three consecutive championships.
Be the first to have a goal
As the first place in the sales of Cats 11 Children's Wear for two consecutive years, Zhang Hongliang believes that “first look for a reference. In the data, it is the sales, conversion rate, flow rate, customer unit price and other indicators. Next, we must do everything possible. Look for products that consumers might like. With Senma’s accumulated over ten years of offline resources, the same products can achieve lower prices. Then consider how to attract more traffic, and then convert traffic, ultimately contributing to the transaction volume. ."
For example, Barabara introduced a light and thin down jacket this year. Compared with its peers, Barabara is the most cost-effective price. It is a h5 page to promote this product, and promotes products in Taobao headlines, WeChat, Weibo and other channels. . And accurately push potential users.
In addition, Barabara launched a new game of “Balaba Elementary School†online. According to different classifications, different groups of people are divided into different classes, and courses are offered for their points of interest. Hot mom is a core consumer group that has accumulated under one event.
For this year's double 11, Zhang Hongliang said that this year's "personalization" theme promoted by Ali is doing very well in meeting the needs of consumers with different characteristics. Merchants take this ride, making consumers' choices for shopping easier, so that consumers can see products of interest at a glance. On this basis, and then to optimize, the conversion rate, the value of goods will be greatly improved. This is also a very big change this year.
Aiming at international big-name learning and progress
Driven by the trend of consumption upgrades and cross-border imports, international brands have entered China in the past two years. Chinese brands are facing the competitive pressure from international brands in all categories, and they are no exception in the field of children's wear.
For example, Zhang Hongliang, as long as the Uniqlo has a 50% discount, the domestic brands are simply unable to compete with them. According to the level of refinement of Japanese products, the annual order volume of a down jacket can even reach the order of 10 million. “Zara has its style, and Uniqlo has its fabric. For a pure e-commerce brand, this is not something that can be built in a year or two.â€
For UNIQLO, Gap, ZARA, H&M and other competitors, Zhang Hongliang believes that in terms of refined operations, domestic businesses are relatively more advantageous. For example, for the packaging of content, international brands invest relatively little energy. On the contrary, on the product details page, Barabara spent a lot of work, testing a small and medium-sized child style through a lot of activities, correcting the problem, and then iterating.
It is understood that the small and medium-sized children market that Barabala is good at is still dominated by the outside world. Currently, Barabara is also trying out children's clothing categories such as outdoor and home. However, Zhang Hongliang believes that the professional level and depth of the new field, the shortcomings of e-commerce are more prominent, and the precipitation is far from enough. The offline supply chain resources and channels are all ready-made, and the probability of success is relatively high. However, international brands are more about process and standardization, and the flexibility is not as big as domestic brands. On the contrary, after the domestic e-commerce has passed the offline market inspection, the e-commerce will immediately follow up and can quickly reflect.
Zhang Hongliang said that since the second child policy, Barabara has also increased investment in the infant and child market. In-depth learning with some infant and child benchmarking brands, through the resources of the factory and supply chain, build a baby and child business section, and then quickly iterate.
"Bala Bara will find ways to upgrade to this strength, but it does not want to improve, it can be upgraded. It has a process of market acceptance, and it must balance the benefits within the enterprise." Zhang Hongliang said.
It is worth mentioning that after the promotion of the Double 11 in 2015, Shao Feichun, the general manager of Senma E-commerce, issued a “Double 11†summary letter entitled “To pay tribute to Uniqlo†to the e-mail of the Senma E-commerce Department. In the letter, Shao Feichun also gave this opponent a high evaluation: "In the supply chain integration, in the understanding of consumers, in the operation management system, we have a big gap with Uniqlo, I am very fortunate. We still have such strong friends to guide us in the front and give us the motivation to continue to improve ourselves."
At the beginning of this year, Chairman Senma proposed the general strategic goal of building Barabara into the Chinese market and achieving world-class professional children's clothing. In order to achieve this goal, Qiu Guanghe revealed the strategic adjustment layout of the future group, including good service and good distribution. Among them, the key to doing a good job is to achieve good design, good manufacturing and good sales, and strive to achieve a product qualification rate and a total warehouse pass rate of 100%, to achieve the transformation of supplier OEM to ODM business model.
According to statistics, since the “Comprehensive Two-Child Policy†has been launched, it is estimated that 2.5 million new births will be added each year in the future, and there will be around 20 million newborns by 2017. As the first shopping spree after the opening of the second child, it is expected that the market for the double 11 infants will usher in an outbreak.
Judging from the pre-sale of Barabala and the “plus shopping cartâ€, this year, the baby and toddler market is growing very fast. According to the market demand of the industry, Barabara is also adjusting the focus of the products on different products. Increase the investment in the infant and toddler market, and carry out in-depth learning with some infant and child benchmarking brands. Through the resources of factories and supply chains, build a baby and child business section, and then quickly iterate.
According to the data, Barabara was established in 2002. It is a children's wear brand owned by Senma. The products cover children's clothing, children's shoes, accessories and other categories from 0-16 years old. They are positioned in the middle class and the well-off home. Their brand awareness and market share ranks in China. The children's wear industry is the first. In 2015, Barabara had annual sales of 7 billion and the number of stores exceeded 4,000.
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