If you want to run a successful e-commerce event, start with these aspects!
| So far, the author has been working in the fresh food e-commerce industry for some time. Based on past work experience and observation, the author found that whether it is fresh food e-commerce or other e-commerce, in order to continue operating, activities are a necessary means and method. If e-commerce activities want to achieve more ideal results, then we must pay attention to and do a good job of pre-heating the activities. In fact, when it comes to the preheating of e-commerce activities, we have to talk about a problem that bothers the operations department, marketing department, and merchandise department: the contradiction between event promotion and preheating and product selection, which is even more difficult for fresh food e-commerce. Everyone knows that in order to ensure that promotional activities can achieve good results, online and offline preheating in the early stages of the event is essential. The materials needed for offline preheating include flyers, posters, display stands, etc., while the online promotional methods include prime positions such as mall carousels, detail pages, menu bars, icons, and special area maps. Now that we have the channels and means, let’s start preheating. At this time, a tangled problem emerges: should we expose the products involved in the activity among the various preheating materials? The marketing and operations departments want to maximize the effectiveness of the event, and of course they hope to expose as many products as possible, but the product department needs to put a lot of effort into selecting and pricing products for the event in advance. For fresh products, their market prices change rapidly, and the product prices you print on the preheated materials may no longer be the current market price. If the marked price on your materials is lower than the market price on the day of the event, then you must be prepared to bear the loss; if it is higher than the market price, you must be prepared that the event effect may not be as good as expected. Even if you keep up with the market and change the price temporarily, please be prepared to accept criticism from users. Is there a better solution to the above entanglement? According to the author's experience, you may try the following methods: 1. When the warm-up time is reasonable, the operation department should, when formulating the activity operation plan, promptly notify the commodity department, purchasing department and even the back-end warehousing department of each city of the goods required in the activity plan as much as possible. In this way, for the merchandise department, on the one hand, they can check the rationality of the activity plan, and on the other hand, they can also determine in advance the range of product selection, and even conduct market research at any time to prepare for the pricing of products for subsequent activities. Once the goods are decided, the purchasing department will be forced to negotiate with suppliers and strive to provide sufficient and high-quality ammunition for the event. It can also force the warehousing department to do its best work during the event in a timely manner to ensure that the goods can be packaged, sorted, put into storage and shipped out normally. Of course, the source of all this comes from whether the operations department can plan the entire event program perfectly. 2. When the activity plans have been prepared fairly well, the merchandise department should fully assume its responsibilities. As mentioned above, since fresh commodities are greatly affected by weather, seasons (and of course futures players), the price today may be very different from the price yesterday. The recent "Suan Ni Hen" is a good illustration of this. Therefore, this is an extreme test of the skills of commodity operators. Therefore, if you do not want your merchandise department to hinder the entire event process, the merchandise department can solidify the product selection time, submission time, pricing time, etc. of the event products. For example, for a large-scale A-level event, the merchandise department can make the following regulations: 5 days for product selection, 3 days for product determination and submission, two days for pricing, and one day reserved for product information inspection of various materials and channels. Although the merchandise department may not be able to give out complete product prices two days before the event begins, at least some product information can be disclosed in advance, such as product name and specifications. Even if labels such as "shocking price" or "surprise price" are used to explain the attractiveness of the product and the event, it is always more attractive than just saying some plain words, right? 3. Of course, there are some other small suggestions here. For example, you can expose all the information about the pre-exposed products, including the prices. Just mark the event rules with a line "The product price shall be based on the actual price on the day of the event." Although users rarely or never pay attention to this information, it is an option to avoid complaints and embarrassment and to leave yourself a way out. For example, you can use word of mouth from front-end market sales staff to spread the news of the event and the products involved in the event to users. This is also a very flexible option. If e-commerce activities are to be successful, they require the concerted efforts of all departments. When does the cooperation start? Of course, it starts from the pre-event warm-up! As for when it will end? Maybe it can only end before the next event warm-up! |
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