Wang Liang: Practice And Thinking Of Luo Lai's Online And Offline Communication

Luo Lai is the leader of home textile industry. On-line does not mean that products and brands can be copied to online, but should take full account of the key factors such as market acceptance and channel conflict. In the ORIC sharing, Wang Liang, vice president of Luo Lai Group, shared some experiences and thoughts of Luo Lai in formulating online products and prices and resolving channel conflicts.

　　 What kind of brand is Roley on line?

Wang Liang: Luo Lai online positioning in the future is the high-end of the network, because we are offline high-end, online high-end, at present, the online product of the same line and the same price strategy can also be shared with the franchisee, but the market acceptance is not high, we are prepared to make some special provision.

　　 What is the relationship between LOVO and Luo Lai?

Wang Liang: LOVO is one of our pure line brands, and the product line is completely separated from rolls. At present, the sale of LOVO online is far greater than that of online sales. We plan to group more than 10 brands in batches and occupy different markets on the line.

　　 How does Luo Lai get through online and offline?

Wang Liang: there are still many boycotts against customers under the line at present. Because before they are done separately, the mechanism is more inclined to let franchisees understand and accept, which can be roughly divided into three situations: 1, if we sell to the franchisee's area, we will give a certain percentage of the royalty according to the difference between the specials and the positive price products; 2, the fruit is online and offline, we will give a larger percentage of the royalty; 3, if the offline members are online, the proportion of the royalty will be even higher, but the specific mature scheme has not yet been considered well.

The mode of synchronous royalty is currently applied in the channel, while the offline channel also carries an online indicator. That is to say, in the same area, the sale of e-commerce is also regarded as the sales target of salesmen, so from the perspective of salesmen, the benefits are initially achieved. We think that the first thing we need to do is to open up internal interests, which is the most important and fundamental.

But we can not ignore the feelings of some traditional franchisees. If we first emphasized that the subordinate line is subordinate, the online is the mainstream, which may lead to the boycott of franchisees. We aim at different stores, and if it is a store of Amoy brands, it will be better to push. If it is a very heavy line company, it is very important for us to get rid of the offline customers in the near future. It is very important for us to get trust. If there is no trust, nothing can be done.

　　 Luo Lai How does the e-commerce team form?

Wang Liang: my team has accounted for 90% of the troops over the years, and the other 10% are airborne troops from the electricity supplier industry. I think this proportion is more appropriate. 1% of the idea of 99% implementation. Paratroopers have new ideas, and their children are good at executing.

　　 Traditional enterprise How to play the advantage of offline stores?

　　 Wang Liang In the future, traditional enterprises still have a killer of Internet companies. It is to open up! Take Luo Lai as an example, after 21 years of layout, there are more than 3000 stores on line, forming a huge network covering most of the county-level cities. If online and offline can really get through, you can place an order online next morning, and then you can send it to the next store. You can send it to your home in the afternoon, and you can try it out and ironing it well. This experience of delivering and exceeding the value of the day will be sticky.

Some people want to ask, since traditional enterprises have such a strong internal force, why so far few people can really get through online and offline? I think the key lies in the "interest" of the dead hole. The interests of enterprises should be balanced, and the interests of enterprises and franchisees are more balanced with those of channel businesses. There is no easy way to deal with interests, conflicts are uncertain, and advantages are disadvantages.