The Loss Of Electric Business: Daphne Is In Deep Crisis.

In 2015, Tmall's "double eleven" and Daphne's E-commerce Team handed over a pcript of more than 10 million on a single day.

Nevertheless, compared with the status of "Daphne shoes" under the Daphne line, the share of Daphne's electricity supplier may not be as good as 1/10 of the whole plate.

In recent years, the brand shoe market has been in a state of weakness, first because of the impact of the electricity supplier on the offline channel, and the two is that the price war has intensified and the profit margins have been further reduced.

In the face of "cold winter", the market is now in a state of saturation.

In the mass market sector, the brand is the biggest hit by the Internet, and is also the strongest replica, and Daphne is besieged by all sides.

In fact, as early as 10 years ago, Daphne had the sense of innovation.

In 2006, Daphne began to set foot in the electricity supplier. At that time, online shopping had not yet penetrated.

For the "mass shoe king" who sells tens of millions of pairs of shoes a year, it has a huge consumer group. How to maintain these customers, do well the stickiness of customers and drive the sales volume of other brands is obviously not completed by several shops under the line.

Let's start with an idea: if Daphne buys 30 million pairs of shoes every year, the average consumer buys 6 pairs of shoes a year, so Daphne has 5 million members a year.

If these members are attracted to buy things online, it will be a huge treasure pit to be further explored.

In other words, Daphne electric business has played a more important role in opening up internal resources.

Through the Daphne CRM system, the offline members are directed to online.

In online flagship stores, consumers can see not only Daphne's products, but also Daphne's dozen brands from low end to high end.

But by 2009, Daphne had entered the online test stage, and its e-commerce business was completed by the outsourcing team.

In 2009, with the development of the electricity supplier in the mainland market, Daphne began to form.

The company "loves to carry", divides the business strategy into two parts: one is the female platform strategy, the other is the footwear marketing, with the brand advantage for the whole network marketing, and for the online market development network dedicated contributions.

However, the seemingly beautiful idea is caused by

Group investment was 100 and ran aground.

In 2010, Daphne gained 100 of its shares in 30 million, accounting for 10% of the shares.

Two years later, 100 of the high hopes were lost, and the attempt of its independent B2C failed.

Looking at other brands in the same industry, facing the market downturn, they are active.

Looking for ways to survive.

BELLE has maintained a rapid growth in sporting goods category. It has been involved in mobile phone games and merger funds on Saturday, and has acquired the oldest Hamlet toy store in Britain.

The news of Daphne closing 805 stores in 2015 is rampant.

"Seeing him rise from a tall building, he saw him feast guests, and saw that he collapsed."

Spring is coming. Can the "king of Volkswagen" return?

Not through the winter, this has also had a great impact on the development of Daphne's electricity supplier.

In the face of the most severe impact of the electricity supplier, Daphne can only do nothing.

When rumors of fragmentation, layoffs, and electric business were abandoned, Daphne never responded positively to the layout and direction of its future business.