Daphne'S Product Innovation Is Becoming More And More Urgent.

Daphne is one of the first traditional brands in the field of electricity supplier, but its way of testing water business is rather calm.

In 2006, Daphne tried out e-commerce through outsourcing.

Until 2009, Daphne began to set up a self operated electronic business company, "love to carry", really in the electricity business.

Daphne will set up a self operated e-commerce team.

It is divided into two parts: one is the female platform strategy.

As a new business, this project focuses on the creation of women's community; the other is the marketing of footwear, with the help of Daphne's brand advantage for full network marketing, and for online market development network dedicated contributions.

However, Daphne's good idea in the field of electricity business has been stranded in the "100 point" investment.

In May 2010, Daphne and B2C platform "Yao point 100" reached a strategic cooperation injection of 30 million.

Within half a year, "Yao point 100" burned Daphne's first round of investment, and Daphne further gave support to resources.

By the end of 2011, Daphne electric business department even closed Jingdong, Le Tao and ho Le buy and other advantages of distribution channels, and turned to support 100.

According to the source, "when Daphne has no money to buy goods, it will sell the goods first to 100."

Without adopting the mature mode of Taiwan electricity supplier's common practice, Yao point 100 put forward a high demand for the supply chain in the way of combining platform self-operation and consignment on the mainland, but the shoe and clothing suppliers of the platform are extremely limited.

In addition, Yao point 100 basically used investment in advertising resources, but in logistics and customer service construction, there was little action, warehouse outsourcing outsourced delivery confusion, customer shopping experience low degree of business, main business confusion, market positioning vague.

Unable to make ends meet.

In less than two years, Yao point 100 burned 3 hundred million of investors and about 30000000 of net assets.

In July 30, 2012, Yao point 100 disrupted the operation of the website. At the same time, Daphne's attempt to operate its own business was also hit hard and lost for a while.

In April 2012, Daphne will outsource Tmall, which has the largest share of sales.

Thereafter,

More in Shanghai headquarters slashing 300 people, and another 3 electric business department heads were laid off, the development strategy of electric business almost stagnated, the channel strategy focused on Direct stores.

Electronic commerce needs to solve three basic pain points: cheap, convenient and authentic.

For Daphne, authentic products can be guaranteed, but convenience and cheapest are no advantages.

On the price, Daphne's main price is 200-300 yuan, which is also the key point of competition for many non brand products in many Taobao shoe stores. On the convenient side, Daphne has more than 6000 stores in the peak period, which basically meets the requirements of shopping convenience. Daphne's advantage in the electricity supplier is not obvious.

For Daphne, retail business has always been the core business of the group.

The cold winter of Daphne seems to have arrived.

Over the past ten years, from the outsourcing of e-commerce, the whole network marketing to independent B2C, "the popular shoe king" seems to have not yet touched its own e-commerce development model.

As a traditional business enterprise, Daphne still needs to think calmly.

The electricity supplier channel is still a blue ocean for Daphne.

And the future Daphne online business and the traditional offline sales will be how to force the ratio to regain profits, Daphne has not yet made a clear answer.

There is still much uncertainty as to whether Daphne can make full use of the electricity supplier.

In March 2013, Chen Baofen, the head of Daphne's new electricity supplier, told reporters: "Daphne will reshape the electricity supplier."

Three years later, in 2016, Daphne remained flat in its business.

In 2012 5, Daphne's CRM system has accumulated more than 5 million 500 thousand members. CRM tried to link up online and offline integrals to cultivate consumers' stickiness and eliminate the barriers of Daphne business.

But the follow-up effort of CRM system on Daphne's e-commerce business seems to be unsatisfactory.

In the trend of traditional sales channel dividends, Daphne's core brand business sales outlets are frequently closed, and new sales channels are slowly expanding. Daphne is now facing the embarrassing situation of both sides.

Daphne said in its 2015 annual report that the group will continue to invest more resources to expand its business, upgrade its exposure to major online shopping platforms, and expand its sales network to new online shopping platforms.

Through the O2O program, we can achieve synergy between offline sales and offline sales.