Online marketing success stories

After entering the 21st century, with the continuous deepening of Internet applications, my country's Internet economy is also accelerating. E-commerce is booming like mushrooms after a rain, and the Internet retail industry is also gradually developing and growing. The following are the successful cases of online marketing that I have compiled for you, welcome to read!

Analysis of successful cases of online marketing:

The current concerns and concerns of offline physical stores about e-commerce Fear has reached the point of being frightened. They really want to know, apart from the self-mutilation type (Suning's online/offline same price) and the surrender type (Intime gives up offline and surrenders to Tmall), is there any way to survive? Regarding the dazzling transformation stories and painful transformation effects, they are said boldly: "Not to transform is to wait for death, to transform is to seek death. It is better to die on the road than to be abandoned by history." The direction of public opinion in the market has reached the point where it can confuse the public. It is clearly a path of self-destruction, but it is still highly praised. Its courage is commendable, and its courage is lamentable. But only the company itself knows how painful it is every time it is cut!

So are there any cases that look more reliable and use e-commerce to improve the performance of offline companies? Today, Let me introduce to you an outstanding offline king. Her name is well-known to every household. The title of this article is "I am IKEA, I am not afraid of Tmall".

First, let’s take a look at a set of IKEA’s latest operating data: IKEA has 338 stores around the world, sales of 27.5 billion euros, 775 million people, and 1.1 billion official website visits. Eight of the world's ten largest shopping malls have settled in China. IKEA China's sales exceeded 6.3 billion yuan, an increase of 17% over the previous fiscal year. ?

In the face of the devastating impact of e-commerce on traditional offline businesses, why has IKEA's business been steadily improving? Recently, the second store in Beijing and the fourteenth store in China opened grandly. The global growth rate is only 3.1%, while the annual revenue growth rate in China exceeds 17%. The achievement of these achievements can at least illustrate the following three issues:

? The offline physical store model is not dead. With the right methods, there is much potential.

People not only like the cheapness and convenience of shopping on Tmall, but also prefer the perfect shopping experience offline.

? Offline physical stores can use O2O to find a path to success.

After we see these operating data, let’s take a look at what IKEA has done to make it stand out and lead the pack and become a successful practitioner of offline physical business O2O. . The following focuses on IKEA’s e-commerce/O2O strategy.

1. IKEA regards the Internet/e-commerce/O2O as a new channel, only for promotion, not for transactions

IKEA first established a strong self-media matrix, including information improvement , an attractive official website; an APP and website where you can view products, information, and inventory, and then generate a shopping list; an online community established on Sina Weibo (650,000 fans); and a Douban site that gathers a large number of IKEA fans . The goal of all this is to shape IKEA's brand positioning of "creating a better life for the public" through products and interactions. Consumers can find what they want very conveniently, but if you want to buy it, you must go to an IKEA store. All kinds of information can make it very easy for you to find it on the spot. Some people may ask, what kind of e-commerce is this? This is obviously a traditional way of publicity. So, why is IKEA’s so-called e-commerce only for display and promotion, but not for transactions? (In fact, Ms. Liu Wanlan of Pintu.com published on December 25, 2012? IKEA: E-commerce? O2O!?) It is already very clear. Explaining the reasons why IKEA’s e-commerce strategy does not involve transactions, I will reorganize these agreed views:

1. If IKEA launches online sales, it will no longer have the A strong brand advantage will make consumers pay more attention to price and functionality.

2. When people find out that the beautiful IKEA products can be purchased online, why don’t they take a look at other websites similar to modular home furnishings?

If they find that there is a Chinese brand of home furnishings, the style is very similar to IKEA, and the price is only half, will any of them be tempted to buy it?

3. Being a large number of IKEA fans can be convenient If people buy online, they will reduce the chance of going to offline stores. Then these consumers will not be able to experience the "surprising" shopping experience in IKEA stores. Because shopping at IKEA has been shaped into a “carnival” for family gatherings (as will be explained later in this article).

4. As of 2013, IKEA has been established for 70 years. It has always been known for its stable operations and maximized profits as its business pursuit. The act of blindly expanding sales and damaging the brand (discount marketing) has never been IKEA's philosophy.

Arranging certain and appropriate categories for online sales can bring significant sales growth, but this will never become the mainstream of IKEA, because for home furnishing products that value experience, the biggest stage is still offline. In the shop.

2. IKEA has taken the offline shopping experience to the extreme, creating a family shopping carnival?

Everyone who has been to IKEA has this experience. When you see a particularly cute When looking for decorations or furniture, you can't help but tell your wife/husband immediately that you have discovered another "treasure". If this thing is placed somewhere in the home, it will be such an amazing thing. ?Surprise? scene. You are not shopping at IKEA, but you are experiencing a surprise journey of "treasure hunting". You are constantly "moved" and enveloped in surprise and happiness. What a vivid textbook that pursues the ultimate experience. If we walked into a large shopping mall today and had such an experience, would we be afraid that we would not have the urge to shop? So, what exactly has IKEA done to make it a family shopping carnival?

< p>　1. When people go shopping in shopping malls, what is her/his core need? It is to quickly find the products she/he wants. As for IKEA's product classification, each person has a note to record their purchases, and it is very convenient to check products on any computer, as well as the warm and hospitable "people in yellow" (IKEA's store partners). Make it easy for you to find your favorite products.

2. IKEA’s shopping mall is grand, with bright lights, clear signs, and well-designed routes that are scientific and effective (basically allowing you to visit everything from the first floor to the top floor). Moreover, due to the venue It’s huge. After you’re done shopping, you can also dine there. (By the way, IKEA’s new mall has doubled the dining area)

3. Products of various designs fully embody the characteristics of simplicity, environmental protection, and value for money. Most of the home furnishings allow consumers to assemble them simply by themselves, which fully satisfies the individual's desire to "make" home furnishings. (People are particularly proud and cherish the products they make)

4. IKEA has more than 3,000 new products every year. If the last time you visited IKEA was 3 months ago, I guarantee you will go now If you go shopping, you will find different surprises. IKEA combines all kinds of furniture together to give people the feeling of being "in the scene". Not only can you look at it, but you can also sit on it, or even lie on it, and no one will care about you. This forces many consumers to buy back all the furniture in the entire environment to ensure that they can have the same sense of surprise brought by the in-store scene.

Every time I go to IKEA, it is always crowded and overcrowded. You may not have clear shopping needs, but when people buy cute home furnishings time and time again and display them in front of you, you always feel afraid of falling behind. If the business is good, the popularity will be strong; if the popularity is strong, the business will be good!

3. The core of IKEA marketing is IKEA FAMILY, the IKEA member club

IKEA Club China already has There are 9 million members, and currently 40%-50% of IKEA’s sales come from members. In order to increase user loyalty, IKEA's catalog and membership stores are two of IKEA's most classic marketing methods. Among them, the Catalog has surpassed the Bible to become the world's largest circulation publication with a circulation of 160 million. IKEA's product catalog will no longer be distributed to non-members after it has a membership club. The membership store is a store-within-a-store designed to attract members, who can buy travel bags, shower gel, bathrobes and other non-home decoration products at discounted prices. Every time there is a big sale in winter or summer, members are usually allowed to come and buy in advance two or three days beforehand.

Even though they are all non-weekends, sales are more than on weekends, sometimes double. Therefore, it is often seen that many items are sold out before the sale officially begins. The above-mentioned situation will also appear in the member sales during Mother's Day, Children's Day and other holidays, as well as the anniversary celebrations of IKEA Club. According to IKEA statistics, members usually purchase 30% more of each item than non-members. What kind of work has IKEA's membership club done to enable members, a marketing model that many companies feel is useless, to play such a big role?

People fill out forms in the store, You can get a membership card for free. And loyalty cards are just the beginning of IKEA's acquisition of consumer data. This low-barrier approach has attracted a large number of consumers. The functions of membership cards are actually similar to those of other companies, but what IKEA needs is consumption information, which can facilitate analysis of consumer purchasing preferences.

When IKEA was doing marketing activities, they knew that there was a flood of information and mass messaging was not effective. The club's management staff will evaluate the records of the sales department at any time and sort and analyze the data. For example, users who purchased a certain type of sofa are classified into one category. Whenever new goods (such as a certain type of carpet) arrive, the club's management staff will combine the purchase category and member information to customize different text message notifications for members with different needs, and send them to the members' mobile phones by a third-party company.

In order to obtain a large amount of consumer behavior information, all links in the store are based on "membership card swiping". To remind members to swipe their cards, IKEA is offering free, unlimited coffee every working day with just a swipe of their card. Don't underestimate these coffees, they actually cost a lot because they are all ground from coffee beans. But it's worth it. Here, customers can often be seen lining up in the membership store, filling in their information with small unpainted IKEA pencil tips. It is not difficult to find that these benefits that attract members not only deliver to members, but also inject IKEA's corporate culture and values ????into a deeper level.

Through IKEA fan blogs, members usually exchange their home decoration experiences on the fan blogs, and after getting to know each other, they also talk about their personal lives. Through communication with fans, IKEA pays more attention to members’ feedback. IKEA understands the power of word-of-mouth, and word-of-mouth among members has also brought huge gains to IKEA.

All marketing activities of IKEA are carried out around members. Members will receive various benefits and benefits at IKEA, not just one, but the best. If IKEA is going to have a seasonal promotion, it will also remind members 3-5 days in advance (weekdays but not weekends) so that they can purchase in advance. Therefore, IKEA members will have a strong sense of respect. (Unlike most offline store members, they are just like decorations and far inferior to speculative consumers who participate in group purchases or big sales.) IKEA knows that in order to attract customers to be proud of IKEA FAMILY, it must provide all the benefits expected by members. Give something back to them.

To sum up, IKEA’s e-commerce strategy is actually an O2O strategy, which achieves the following three things to the extreme:

? IKEA regards the Internet/e-commerce/O2O as a new The channels are only for publicity and not for transactions.

IKEA has taken the offline shopping experience to the extreme and created a family shopping carnival.

The core of IKEA marketing is IKEA FAMILY, the IKEA member club.

IKEA’s O2O strategy has built a perfect business model. This business model is to let online divert traffic to offline. All it does online is to attract consumers with content, and then provide Are you ready to go to the store to spend money?

I believe that IKEA’s O2O practice will definitely bring a spring breeze to domestic offline physical store operators. I also hope that this case can give everyone more thinking and start some more practical transformations. road.

Online marketing success stories:

Regardless of success or failure, their challenging spirit and innovative ability are worthy of our respect, and they also leave us with a lot to think about. Inspire.

Case 1: Ice.com offers discounts of 30%-70%. Ice.com offers discounts of up to 30%-70% online. This is the lowest price online jewelry we have seen in several cases. As a merchant, he made full use of the Internet analyzed above to significantly reduce the cost of the jewelry sales process, and at the same time returned this part of the cost to consumers to gain a huge price advantage and establish his own competitive advantage. Tongjin also provides basic service guarantees under its low-price strategy.

Case 2: Online channel for high-end luxury goods? Ashford.com

This is a Nasdaq-listed company that once acquired Guild, the largest online art seller in the United States. com, Amazon spent US$10 million to acquire 16.6% of its equity when forming an alliance with it. Ashford.com has successfully established its professional status as a high-end product sales channel online. It sells 400 brands and 15,000 high-end products online, with an average consumption of US$300 per transaction. Its characteristic is to use the Internet to provide a quantity of goods that traditional sellers cannot provide. It also uses the Internet to reduce commercial inventory and save costs to provide services. The difference with Ice.com is that it shows this cost saving in another way, that is, by providing a quantity of goods that others cannot imagine. Thereby establishing one's own competitive advantage.

Case 3: The largest jewelry retailer in the United States? Bluenile.com

In 1998, Mark Vadon, one of the co-founders and CEO of Blue Nile, chose to buy his wedding jewelry diamond ring. Vadon feels this retail concept will be popular and extremely profitable. He wrote a business plan, secured $6 million in venture capital, and purchased the business in May 1999. A few months later, he relaunched the rebranded business, which is now a leading jewelry retail and knowledge site.

Bluenile.com’s positioning is very accurate, that is, it provides high-quality diamond gifts for men online. The average daily sales in its first year of business were US$200,000, and in the second year, 2000, its first-quarter sales soared to US$10.1 million.

I know from personal experience that when consumers make thousands of dollars worth of purchasing decisions online, they must feel trustworthy and relaxed. Therefore, the first impression Vadon wants to give visitors, and the most important message he wants to tell visitors, is that Blue Nile's site is a safe place to conduct business. He also provides a step-by-step process for selecting gemstones, demonstrating that the site is also a powerful knowledge presentation tool.

The above are challenges from the customer's perspective, and there is also a unique challenge from Blue Nile's sales. Currently, statistics show that consumers are more willing than ever to purchase valuable items such as well-made jewelry, home appliances, and cars online. The market for such purchases has grown so large that there's even a website dedicated to helping tipsters discover expensive items online. But while consumers' willingness to buy has increased, selling expensive items remains a complex undertaking, said Robert Labatt, director of Internet retail strategy research at Garner Group. "It's definitely a growing market with only a few qualified sites," he said. "If the item is very expensive and the sale requires a high level of trust, the sales process can be difficult." ?

Labatt also noted that the actual handling capacity of the product is one of the important factors in making high-cost commodity purchase decisions. It’s extremely difficult to build trust without a personal touch or customer history. As a result, online retailers need to invest in reinventing the shopping experience, especially the customer service and product interaction parts. They must focus on building a brand image to win customer trust, Labatt said. The challenge is to provide a combination of trust, service and security that allows customers to purchase products without ever having to touch the product or meet with a salesperson.

The site’s online tutorials guide customers through the diamond selection process, focusing primarily on building buyer knowledge rather than selling.

Easy-to-read content and user-friendly site design make visitors feel at ease, and security measures designed to protect the transaction and shipping process show that Blue Nile has thought carefully about keeping customers satisfied during and after the transaction. .

The following are some of Blue Nile’s experiences in selling expensive products online:

The higher the price of the product sold, the higher the importance of establishing an expert status in front of customers.

Don’t just seek to build a business that only leverages new technology – let the business drive the technology, not the other way around.

Choose a vendor that meets your needs and complements any technology gaps in your organization. Paying close attention to detail, clients making high-value transactions rarely tolerate mistakes.

Case 4: Thailand’s Thaigem.com In 1998, Thailand’s Kogan tried selling his own jewelry for the first time, and found that it was really sold. So he developed in this direction and has now become the largest jewelry store in Thailand. Supplier with monthly sales of US$700,000, 80% of which is sold to the United States. Thaigem insists on making small profits in its operations, adding only 20% profit on sales. Another is to bear all possible risks. He promises unconditional returns within 5 days and also bears the postage of returns.