La Natsu Bell'S Whole Battalion Erupted O2O Power.

The electricity supplier once regarded as a myth is still a life-saving straw in the traditional retail industry. The reason why consumers choose online shopping is that they have wide selection, easy to search, affordable, easy to compare and convenient shopping.

However, it can not replace the service experience of the entity store. Customers can not touch, try and try, but also suffer from "slow delivery".

Because of this, La Natsu Bell's whole channel will create seamless "

"Experience" to provide customers with a new shopping experience as the ultimate goal of the whole channel.

In recent years, the traditional retail industry has touched the net.

The electricity supplier has become the trend of the times. However, in the hottest days of the electricity supplier, La Natsu Bell did not rush to implement the strategy of electric business, but instead concentrated on practicing internal strength.

When peers have been fighting online, La Natsu Bell has concentrated on the expansion of Direct stores, and constantly grabbed the shares below the line.

As soon as they landed on Tmall mall, they became "millionaires" in just 8 days. They entered the "ten million clubs" in 3 months. Under the double 11 online, the brand electric business ranked twelfth. Double 12 went to TOP10 in one fell swoop, ranked third below the online brand electric business, only behind UNIQLO and Bosideng.

The performance of the "two pairs" is far ahead of expectations, which makes Alibaba feel surprised. The responsible person sends congratulations on the email, praising "rare rapid breakthroughs".

At this time people noticed that this low-key traditional retail brand has also made a good performance on line.

In fact, all of this is not accidental. We must know that the commercial gene of the whole direct camp laid the foundation for La Natsu Bell O2O's early victory.

In fact, La Natsu Bell's understanding and strategy for the whole channel is different from other clothing brands, and is full of foresight and foresight.

Thousands of direct chain stores across the country, new and synchronous activities on line and offline, share the same price with the same price, store and store the total warehouse and store, and the national store is equivalent to the warehouse of the online store. This has laid the innate advantage for La Natsu Bell to foster strengths and circumvent weaknesses and achieve full channel business in one step.

Just getting through online and offline inventories brings a better logistics experience to customers, and achieved a clear net sales margin beyond expected in 2014. This is only the first step in La Natsu Bell's strategy implementation. In the future, La Natsu Bell aims to promote full channel business and create a more free and free shopping experience mode.

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Zhang Yaodong left L'OREAL in December last year. The analysis pointed out that before it was still a vice president, but the departments in charge changed, from mass cosmetics to strategic development, and became "virtual jobs".

The professional manager has been well known in the industry. He has been engaged in sales management of cosmetics and cosmetics. Since 1997, he has worked in L'OREAL. He has increased sales volume of L'OREAL in China from 600 million yuan to about 6000000000 yuan in 2009.

Most of the professional managers leave the same industry, but Zhang Yaodong gave up the most familiar cosmetic industry.

In response to the entry into Fossil, Zhang Yaodong told the media that he was optimistic about the development opportunities of China's growing middle class and the "post-90s" consumer group. He believed that the middle class no longer needed luxuries to show their social status, but was willing to choose products that could better reveal the tastes of individuals.

Earlier, some media revealed that it had privately indicated that they were not optimistic about the future market of foreign cosmetics, and said they had eaten up the new local brands.

Light luxury brands are still in a better market environment in China.

Fossil's latest report shows that as of the third quarter of October 4th last year, group revenue increased by 10.4% over the same period last year, accounting for 12.5% of the group's sales revenue exceeding 3/4, and 23.4% of jewelry sales.

Fossil is also a supplier of accessories for brands such as DIESEL, DKNY, Burberry, Michael Kors, Adidas and so on.

With the rapid growth of the cooperative luxury brand in China, Bai Li Di, vice president of Fossil China, has told the media that it will develop in the Chinese market with a distinct independent brand image, not only as a supplier of other brands, but also by consumers.

According to incomplete statistics from reporters, Fossil currently has 32 stores in the mainland, including 13 in Shanghai and 9 in Beijing.

In 2008, China opened its first store in Sanlitun, Beijing.

Since 2013, it has been accelerating expansion in China.