Reborn Entrepreneurial Giant

In 2010, Jumei excluded the transactions of self-operated products and sellers who did not participate in the event from the transaction volume of promotional activities, and used more cruel figures to see the gap between the two platforms, instead of using the transaction volume of the entire platform to avoid recruiting joke.

So after the data was made public, many people expressed surprise that there seems to be a big gap with 6.18. In fact, the current data is more realistic. Jumei did not put too much energy into promotion, after all, the most important thing at present is to enhance the core competitiveness of the enterprise.

Taobao is a C2C platform, and the important thing is traffic, so that more consumers can know about Taobao and go to Taobao to consume; Jumei is a B2C platform, which needs to purchase, transport, sell, and deliver by itself. In addition to production, almost the entire commodity retail process is gathered together. Beauty is involved.

This involves many things, the most basic of which is the construction of retail infrastructure, mainly to improve the efficiency of warehousing, logistics and transportation, build a Jumei central warehouse, establish a retail technology solution company, and provide data processing and automatic distribution for Jumei Logistics. Picking equipment and other hardware and software black technology equipment.

The reason why we are doing this now is that Jumei Cloud computing is relatively mature and can be put into actual operation. The information of Jumei Logistics across the country is aggregated to the cloud in real time. On this basis, we can build front warehouses in the future and realize nationwide logistics Two-day delivery, one-day delivery in first-tier big cities.

Qu Li can think of these things, but he doesn't know how to do them. Lu Qi, who has a technical background, understands management and has a structure, is suitable for promoting these things. In addition, Qu Li suppresses all ghosts and snakes and focuses on basic skills. Eager to compete with Taobao for the market, this year's Double Eleven Shopping Festival widened the gap with Taobao.

Qu Li flew to Yangcheng temporarily to comfort the wounded hearts of several generals, and discuss the current problems in Jumei by the way.

Although Jumei started with clothing and cosmetics in its entire category, it now focuses on Goudong’s 3C home appliances. The location advantage here is obvious. The headquarters of major domestic home appliance brands are in Guangdong Province, which is convenient for both parties to communicate.

The conditions of large enterprises are not easy to negotiate, while the cash flow of small enterprises is tight. Jumei’s current billing period is between two to three months. Well, yes, Jumei used to purchase in full, but now most of the products can have a billing period up. Gome Suning has about 100 days, Amazon has about 90 days, Jumei has dropped to less than 90 days, and strives to fall to less than 60 days.

Reducing the billing period is of great significance to small suppliers, so the significance of supply chain finance is even greater. Glory has a lot of practice from the beginning. Qu Li is quite familiar with it, such as accounts receivable financing, confirming warehouse financing and financing warehouse Financing is three representative models. Jumei sellers use accounts receivable financing the most.

No matter what the form is, it needs the cooperation of the bank. Ari later joined the MYbank, but Jumei did not. For the time being, it cooperated with Guangfa and Xiangjiang Fortune. Let’s make do, anyway, the platform’s receivables did not exceed 100 billion.

Listening to all kinds of things, Qu Li began to struggle gradually. The construction of Jumei's retail infrastructure is really too complicated, involving the coordination of finance, technology, and information. Many things are difficult for Lu Qi to solve, and the only way is for Qu Li to come forward.

"One more thing, about the Danlin brand..." Lu Qi said hesitantly

The Danlin brand model can be seen as a copy of shein, but the price is only slightly lower than Zara and Uniqlo. On the premise of ensuring quality, the "small order and quick return" model increases costs, and it is difficult to guarantee sales and profits.

What Lu Qi said was that the business model of the Danlin brand conflicts with Jumei. When shopping in Goudong, anyone who has learned about Huixun, Jingzao, Wal-Mart Huiyi and other private brands knows that they are all standardized products, food safety and Quality control is relatively simple, but the Danlin brand is a fast fashion clothing brand with non-standard products, and it is not easy to control the quality of "small orders and quick returns".

The all-cotton era under Riyue Fenghua is different. First of all, the raw materials are limited to pure cotton. The demand for safety and comfort of underwear, maternal and child clothing exceeds the aesthetics. Large-scale mass production can be achieved, and the upgrade is almost done once a year.

The "innovation" of the Danlin brand is endless. Although this model has great potential, it is really not suitable for an e-commerce platform like Jumei.

Qu Li looked at Chen Danlin frowning, wondering what she was thinking, this matter is really difficult to deal with, Danlin and Jumei are not compatible, if this is said, how will Chen Danlin hang around in Jumei in the future, if someone says she ...

At this time, if we talk about tactics, we will naturally keep the Danlin brand, but Qu Li is not so "smart". He learned from Musk to use "first principles" to analyze problems, and soon decided to use a quick knife to solve the problem. question.

"Then you guys estimate the price, Chen Danlin and I will buy this brand." Qu Li

"..." Lu Qi didn't expect that Qu Li's decisiveness would make it difficult for him.

This matter has been settled in this way, and the follow-up operations will be carried out slowly. Jumei's 2010 fiscal year is over. Although the financial statements are not in a hurry, there must be some conclusions.

In history, in 2010, the total retail sales of Chinese women’s e-commerce was 514.1 billion, of which Taobao 4000, and now Jumei has disrupted the situation. In the last fiscal year, the domestic GMV of Jumei platform was 45 billion. This year it is normal to exceed 100 billion. Self-operated 40 billion, the first Three parties 80 billion. The transaction volume of Taobao platform was about 300 billion in 2010. Jumei’s revenue doubled while Taobao did not.

Jumei Is everything good news? Impossible, the sales of third-party sellers exceed self-operated, I really don't know whether it is joy or worry.

Juhuasuan’s two platforms have a low threshold for Juhuasuan, and Jumei sellers must be Juhuasuan sellers, and vice versa; Jumei’s products can be found on Juhuasuan, and vice versa. After the rectification this year, Juhuasuan implements the daily low-price strategy, promotes free shipping for sellers, or lowers the threshold for free shipping, which has a very obvious effect on promoting consumption.

The difference in various services between Jumei and Juhuasuan is due to the short-term behavior of Jumei’s insufficient capacity, which is an active screening of consumer groups. Taobao has more high-end, more reliable choices, and more affordable prices, attracting a large number of new and old users.

To put it simply, Jumei has greatly reduced the shopping threshold for consumers by virtue of cash on delivery. More than 65% of the new e-commerce users on the entire network come from the Jumei platform.

It is a good thing that the GMV of the two platforms of Jumei reaches 120 billion, but the self-operated one is only 40 billion, which is a bit far from his goal of 100 billion, and I don’t know if it will reach it in two years.

Starting from the three elements of "product, price and service", the executives of Jumei once again emphasized the importance of Jumei logistics in the discussion. Warehouse logistics is the foundation of retail, after-sales guarantee, and the driving force for the success of its own brand... …

In the next fiscal year 2011, Jumei's key task is to build a national logistics backbone network, improve the three-in-one supply chain logistics technology of software, hardware and system integration, and establish an expandable three-warehouse system of central warehouse, transshipment warehouse, and distribution warehouse. Automation and intelligence leave space to serve the platform and sellers well.