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懵懂的小寶貝
2021-05-08
Hi
Millet is living like Gree
懵懂的小寶貝
2021-05-08
Hi newbie here
Go to Tiger App to see more news
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12:10","market":"us","language":"zh","title":"Millet is living like Gree","url":"https://stock-news.laohu8.com/highlight/detail?id=2133339507","media":"远川商业评论","summary":"去年12月，第1000家小米之家开业。短短一个月后，1000家小米之家在一天内同时开业，进驻河南、江苏两个省份的县级市场。今年4月，第5000家小米之家门店在沈阳落地。这种迅速下沉开门店的扩张思路，像极了小米的老对手格力。三是小米授权体验店，加盟商投资并由加盟商经营，主要开在县级市场。这恰恰是小米的弱点。其二，小米将积压库存都记在自己账上，减轻渠道的资金周转压力。同时，小米之家也是展现小米百货生态链的方式。","content":"<p>Xiaomi has been living in the spotlight lately.</p><p>Huawei's trade sanctions have interrupted the rising momentum of Huawei's mobile phones. Coupled with the wave of replacement from 4G to 5G, Xiaomi, which was originally \"born in cost performance and trapped in cost performance\", has regained a new product breakthrough space and a time window for makeover.</p><p>On the product side, Xiaomi launched four high-end and high-priced models, namely 10S, 11Pro, 11Ultra and MIXFOLD, in an attempt to change the past route of basic models and focusing on cost performance; Founder Lei Jun finally made up his mind to build a car, and claimed to \"bet all his records and reputation\".</p><p>On the sales side, Xiaomi has also drastically changed offline sales channels.</p><p>Last November, Lu Weibing, president of China, said at the press conference of RedmiNote9 that in 2021, every county should have a Xiaomi home, not only selling mobile phones, but also selling a bunch of home appliances and daily necessities. Subsequently, Xiaomi raised about $4 billion through placement and bond issuance, and started the road of high-speed store expansion.</p><p>Last December, the 1,000th millet home opened. Just one month later, 1,000 millet homes opened at the same time in one day, stationed in county-level markets in Henan and Jiangsu provinces.</p><p>In April this year, the 5,000th Xiaomi Home store landed in Shenyang.</p><p>This expansion idea of rapidly sinking and opening stores is very similar to Xiaomi's old rival Gree.</p><p>This article will focus on three issues:</p><p>01. What are the problems with Xiaomi's previous offline channels?</p><p>02. What is Xiaomi's new way of playing in this offline campaign?</p><p>03. What problems may you encounter in rapidly expanding stores?</p><p><img src=\"http://k.sinaimg.cn/n/tech/crawl/708/w550h158/20210507/6cc9-kpuunnc2083136.png/w720fin.jpg\" tg-width=\"550\" tg-height=\"158\" referrerpolicy=\"no-referrer\"></p><p>A dazzling array of goods, if divided according to homogeneity and difference, can be divided into two camps:</p><p>One category is very homogeneous, such as dumplings, noodles, sheets, air conditioners, refrigerators.</p><p>One category is very different, for example, fashion clothing, mobile phone, camera, TV.</p><p>Products with strong homogeneity usually earn money from the population base and competitive landscape; For products with strong differentiation, we should use excellent product strength to earn money from subdivided people.</p><p>Xiaomi started by selling mobile phones, and later sold air-conditioning power plugs, rice cookers and so on, spanning two categories. Of the 245.9 billion revenue last year, mobile phones contributed 152.2 billion, and various home appliances contributed 67.4 billion.</p><p>However, in the process of competing with rivals in multiple vertical categories, the flywheel effect and sales channels have been wobbling for this reason.</p><p>Take mobile phones, the main source of income, for example. With all kinds of ever-changing functions and the supporting services needed to change mobile phones, more than 70% of mobile phones in China are still sold through offline stores, rather than through massive online shopping platforms with tens of billions of subsidies, especially in the vast low-tier city market.</p><p>For example, OPPO and VIVO, which are always connected to open stores together, each have more than 200,000 stores as of the first three quarters of 2020, accounting for about 20% of the market share of Android machines in third-tier and below cities, accounting for nearly half of the country together.</p><p>Another example is Huawei. In 2020, every 2 units sold in the domestic market<a href=\"https://laohu8.com/S/5RE.SI\">smart</a>One of the mobile phones belongs to Huawei. The basis of this sales volume is tens of thousands of sales outlets.</p><p>Obviously, compared with the number of stores in OPPO, VIVO and Huawei, Xiaomi's 5,000 stores are a little insignificant.</p><p>Large-scale sales outlets need the same large number of dealer networks to support them. In China, only 10% of mobile phones are sold directly by factories, and 90% are sold by dealers.</p><p>Simply put, when it comes to selling mobile phones, whoever has more stores and dealers will be able to seize the share more easily.</p><p>After Huawei's mobile phone encountered difficulties, the script did write this way.</p><p>From November last year to February this year, OPPO's market share rose by 8%, VIVO also grew by 4%, while Xiaomi only gained 2.4% more.</p><p>So here's the question: Why does Xiaomi's number of dealers and stores lag behind its rivals?</p><p><img src=\"http://k.sinaimg.cn/n/tech/crawl/708/w550h158/20210507/e0b2-kpuunnc2083182.png/w720fin.jpg\" tg-width=\"550\" tg-height=\"158\" referrerpolicy=\"no-referrer\"></p><p>If you want someone to help sell goods, you have to make money from it.</p><p>Before rebuilding offline channels at the end of 2020, Xiaomi set up a store system that wanted to cover different levels of markets, with four types of stores:</p><p>First, Xiaomi Home, self-built and self-operated, was only available in first-and second-tier cities at first. It was opened to join in 2016, but franchisees only left the store, and Xiaomi products were still sold by Xiaomi.</p><p>Second, millet stores and direct supply points are invested by franchisees and operated by franchisees.</p><p>The third is Xiaomi authorized experience store, invested by franchisees and operated by franchisees, mainly in county-level markets.</p><p>Fourth, hypermarket channels, such as Suning Gome and so on.</p><p><img src=\"http://k.sinaimg.cn/n/tech/crawl/703/w550h153/20210507/38c0-kpuunnc2083216.png/w720fin.jpg\" tg-width=\"550\" tg-height=\"153\" referrerpolicy=\"no-referrer\"></p><p>However, no matter how complicated the structure of the sales system is, one of the simplest questions can't be avoided: how to make dealers make money? This is precisely Xiaomi's weakness.</p><p>In an ordinary mobile phone store, OPPO, VIVO, Huawei and Xiaomi compete in the same field, and Xiaomi is usually at a disadvantage. This has nothing to do with product quality, but a problem of channel profit margin.</p><p>Xiaomi started with a self-operated platform and direct sales. Early on, it defined that the upper limit of the gross profit margin of mobile phones should not exceed 5%. Then, from Xiaomi's factory to the sales front line, it is conceivable to deduct logistics and rent, leaving dealers with room to make money.</p><p>In contrast, OPPO and VIVO will not only give stores with more goods a store to sell without paying out of pocket, but also advertise and change facades for free.</p><p>This practice of OPPO and VIVO, called \"production and marketing consortium\", is operated by Duan Yongping<a href=\"https://laohu8.com/S/002251\">BBK</a>At that time, I learned from Wahaha and established a cross-shareholding relationship with channel dealers all over the country, coupled with high rebates. For example, OPPO and VIVO now give about 25% of the price increase space to channels, which is much higher than Xiaomi.</p><p>Besides, there is \"in-depth distribution\". In the front line of sales, manufacturers don't just simply give high commissions, but as long as the mobile phone store takes a certain amount of goods, manufacturers will send salesmen to the store instead of letting the store sell by itself, thus controlling the price system more directly.</p><p>This set of sales system, which OPPO, VIVO, Gree, Bull, Haiti, Yili and other offline overlords are familiar with, is not an easy task for Xiaomi, which has strong Internet genes. Therefore, in this round of channel reform, Xiaomi plans to find another way.</p><p>First, Xiaomi intends to use \"return on funds\" instead of the direct mark-up rate as the measurement standard. The specific algorithm is to subtract the cost from the gross profit and multiply it by the turnover to encourage dealers to sell popular goods and sell them fast.</p><p>Second, Xiaomi will record the backlog of inventory on its own account to reduce the capital turnover pressure of the channel.</p><p>Third, make more new stores into big stores and open them in shopping malls. It is definitely not a good strategy to grab shops with OPPO and VIVO all over the street. It is better to put more products in new stores and open them in more spacious shopping malls.</p><p>However, whether dealers can make money is only one of the questions.</p><p><img src=\"http://k.sinaimg.cn/n/tech/crawl/708/w550h158/20210507/e016-kpuunnc2083397.png/w720fin.jpg\" tg-width=\"550\" tg-height=\"158\" referrerpolicy=\"no-referrer\"></p><p>In the consumer industry, after a company builds its own channels and sales network, it can often enjoy twice the result with half the effort with one more net profit for every more successful product.</p><p>For example,<a href=\"https://laohu8.com/S/600315\">Shanghai Jahwa</a>First, there is Liushen toilet water and then herborist collection, Bull first has plug-in board and then switches and LED lights, Haiti first has soy sauce and then oyster sauce shrimp paste, etc. These successful products have borrowed and further promoted the company's performance.</p><p>But if you want to achieve twice the result with half the effort, the premise is that the product and channel must be matched. There are also examples of mismatch. For example, Wahaha didn't succeed in selling liquor.</p><p>On Xiaomi, the slogan of mobile phone XAloT has been shouted for many years, and this expansion still continues this idea. The product categories of Xiaomi Home include digital, home appliances, travel, etc. TV, air conditioner, washing machine and refrigerator are also the main promotion products of Xiaomi Home.</p><p>At the same time, Xiaomi House is also a way to show the ecological chain of Xiaomi Department Store. The stores are rich and complete in categories, ranging from TVs and air conditioners to speakers, bracelets, patch panels, etc., which can be bought in Xiaomi Home.</p><p>Combined with the location selection of Xiaomi's layout in shopping malls in various places, it can be seen that Xiaomi is trying to create a living home format with rich SKUs-realizing one-stop shopping in stores, connecting all smart products with loT platform, and realizing \"smart home\".</p><p>But different products require different consumption scenarios. It is not that mobile phones, air conditioners, power plugs, TVs and rice cookers are all suitable for sale in the same store.</p><p>Take Bull, which occupies more than 60% of the socket market, as an example. Its more than 2,000 dealers radiate 230,000 hardware stores, 220,000 daily grocery stores, 130,000 supermarkets, 120,000 mobile phone stores and 20,000 office supply stores. Selling power plugs and light bulbs are all in line with the same consumption scene: when I came home from work, I suddenly found that the light bulb at home blew up and the socket was broken. I came to the small shop at the entrance of the community and bought it for emergency.</p><p>Therefore, for consumers, when buying power plugs and light bulbs, it is best to be nearby instead of cheap.</p><p>Xiaomi sells power plugs. If the store is opened in a medium and large shopping center, it will not open until 10 o'clock in the morning, and the price has no strong advantage. How can it compete with the bull?</p><p><img src=\"http://k.sinaimg.cn/n/tech/crawl/73/w550h323/20210507/df5f-kpuunnc2083451.png/w720fin.jpg\" tg-width=\"550\" tg-height=\"323\" referrerpolicy=\"no-referrer\"></p><p>In fact, the unit price of Xiaomi Home's store customers is generally 700-900 yuan, which still mainly relies on the support of large items such as mobile phones and TVs. Other products such as IoT devices are only sold in a small part, and the synergy effect is limited.</p><p><img src=\"http://k.sinaimg.cn/n/tech/crawl/708/w550h158/20210507/d9b7-kpuunnc2083645.png/w720fin.jpg\" tg-width=\"550\" tg-height=\"158\" referrerpolicy=\"no-referrer\"></p><p>In August 2017, Lei Jun spent four days visiting counties and townships in Henan Province, and announced that he would lay down the county and township market with \"Xiaomi Store\", but Xiaomi Store failed in the end.</p><p>In 2020, the person who went to the countryside for research became Lu Weibing, president of Xiaomi. What remained unchanged was Xiaomi's county and township policy.</p><p>In any case, Xiaomi finally made up its mind and restarted the road of making up lessons in offline channels.</p><p>Opening a store, sending employees and attracting channel dealers, Lei Jun's style of play is becoming more and more similar to the road that his old rival Dong Mingzhu once took.</p>","source":"lsy1585921707636","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>Millet is living like Gree</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 12.5px; color: #7E829C; margin: 0;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nMillet is living like Gree\n</h2>\n<h4 class=\"meta\">\n<p class=\"head\">\n<strong class=\"h-name small\">远川商业评论</strong><span class=\"h-time small\">2021-05-08 12:10</span>\n</p>\n</h4>\n</header>\n<article>\n<p>Xiaomi has been living in the spotlight lately.</p><p>Huawei's trade sanctions have interrupted the rising momentum of Huawei's mobile phones. Coupled with the wave of replacement from 4G to 5G, Xiaomi, which was originally \"born in cost performance and trapped in cost performance\", has regained a new product breakthrough space and a time window for makeover.</p><p>On the product side, Xiaomi launched four high-end and high-priced models, namely 10S, 11Pro, 11Ultra and MIXFOLD, in an attempt to change the past route of basic models and focusing on cost performance; Founder Lei Jun finally made up his mind to build a car, and claimed to \"bet all his records and reputation\".</p><p>On the sales side, Xiaomi has also drastically changed offline sales channels.</p><p>Last November, Lu Weibing, president of China, said at the press conference of RedmiNote9 that in 2021, every county should have a Xiaomi home, not only selling mobile phones, but also selling a bunch of home appliances and daily necessities. Subsequently, Xiaomi raised about $4 billion through placement and bond issuance, and started the road of high-speed store expansion.</p><p>Last December, the 1,000th millet home opened. Just one month later, 1,000 millet homes opened at the same time in one day, stationed in county-level markets in Henan and Jiangsu provinces.</p><p>In April this year, the 5,000th Xiaomi Home store landed in Shenyang.</p><p>This expansion idea of rapidly sinking and opening stores is very similar to Xiaomi's old rival Gree.</p><p>This article will focus on three issues:</p><p>01. What are the problems with Xiaomi's previous offline channels?</p><p>02. What is Xiaomi's new way of playing in this offline campaign?</p><p>03. What problems may you encounter in rapidly expanding stores?</p><p><img src=\"http://k.sinaimg.cn/n/tech/crawl/708/w550h158/20210507/6cc9-kpuunnc2083136.png/w720fin.jpg\" tg-width=\"550\" tg-height=\"158\" referrerpolicy=\"no-referrer\"></p><p>A dazzling array of goods, if divided according to homogeneity and difference, can be divided into two camps:</p><p>One category is very homogeneous, such as dumplings, noodles, sheets, air conditioners, refrigerators.</p><p>One category is very different, for example, fashion clothing, mobile phone, camera, TV.</p><p>Products with strong homogeneity usually earn money from the population base and competitive landscape; For products with strong differentiation, we should use excellent product strength to earn money from subdivided people.</p><p>Xiaomi started by selling mobile phones, and later sold air-conditioning power plugs, rice cookers and so on, spanning two categories. Of the 245.9 billion revenue last year, mobile phones contributed 152.2 billion, and various home appliances contributed 67.4 billion.</p><p>However, in the process of competing with rivals in multiple vertical categories, the flywheel effect and sales channels have been wobbling for this reason.</p><p>Take mobile phones, the main source of income, for example. With all kinds of ever-changing functions and the supporting services needed to change mobile phones, more than 70% of mobile phones in China are still sold through offline stores, rather than through massive online shopping platforms with tens of billions of subsidies, especially in the vast low-tier city market.</p><p>For example, OPPO and VIVO, which are always connected to open stores together, each have more than 200,000 stores as of the first three quarters of 2020, accounting for about 20% of the market share of Android machines in third-tier and below cities, accounting for nearly half of the country together.</p><p>Another example is Huawei. In 2020, every 2 units sold in the domestic market<a href=\"https://laohu8.com/S/5RE.SI\">smart</a>One of the mobile phones belongs to Huawei. The basis of this sales volume is tens of thousands of sales outlets.</p><p>Obviously, compared with the number of stores in OPPO, VIVO and Huawei, Xiaomi's 5,000 stores are a little insignificant.</p><p>Large-scale sales outlets need the same large number of dealer networks to support them. In China, only 10% of mobile phones are sold directly by factories, and 90% are sold by dealers.</p><p>Simply put, when it comes to selling mobile phones, whoever has more stores and dealers will be able to seize the share more easily.</p><p>After Huawei's mobile phone encountered difficulties, the script did write this way.</p><p>From November last year to February this year, OPPO's market share rose by 8%, VIVO also grew by 4%, while Xiaomi only gained 2.4% more.</p><p>So here's the question: Why does Xiaomi's number of dealers and stores lag behind its rivals?</p><p><img src=\"http://k.sinaimg.cn/n/tech/crawl/708/w550h158/20210507/e0b2-kpuunnc2083182.png/w720fin.jpg\" tg-width=\"550\" tg-height=\"158\" referrerpolicy=\"no-referrer\"></p><p>If you want someone to help sell goods, you have to make money from it.</p><p>Before rebuilding offline channels at the end of 2020, Xiaomi set up a store system that wanted to cover different levels of markets, with four types of stores:</p><p>First, Xiaomi Home, self-built and self-operated, was only available in first-and second-tier cities at first. It was opened to join in 2016, but franchisees only left the store, and Xiaomi products were still sold by Xiaomi.</p><p>Second, millet stores and direct supply points are invested by franchisees and operated by franchisees.</p><p>The third is Xiaomi authorized experience store, invested by franchisees and operated by franchisees, mainly in county-level markets.</p><p>Fourth, hypermarket channels, such as Suning Gome and so on.</p><p><img src=\"http://k.sinaimg.cn/n/tech/crawl/703/w550h153/20210507/38c0-kpuunnc2083216.png/w720fin.jpg\" tg-width=\"550\" tg-height=\"153\" referrerpolicy=\"no-referrer\"></p><p>However, no matter how complicated the structure of the sales system is, one of the simplest questions can't be avoided: how to make dealers make money? This is precisely Xiaomi's weakness.</p><p>In an ordinary mobile phone store, OPPO, VIVO, Huawei and Xiaomi compete in the same field, and Xiaomi is usually at a disadvantage. This has nothing to do with product quality, but a problem of channel profit margin.</p><p>Xiaomi started with a self-operated platform and direct sales. Early on, it defined that the upper limit of the gross profit margin of mobile phones should not exceed 5%. Then, from Xiaomi's factory to the sales front line, it is conceivable to deduct logistics and rent, leaving dealers with room to make money.</p><p>In contrast, OPPO and VIVO will not only give stores with more goods a store to sell without paying out of pocket, but also advertise and change facades for free.</p><p>This practice of OPPO and VIVO, called \"production and marketing consortium\", is operated by Duan Yongping<a href=\"https://laohu8.com/S/002251\">BBK</a>At that time, I learned from Wahaha and established a cross-shareholding relationship with channel dealers all over the country, coupled with high rebates. For example, OPPO and VIVO now give about 25% of the price increase space to channels, which is much higher than Xiaomi.</p><p>Besides, there is \"in-depth distribution\". In the front line of sales, manufacturers don't just simply give high commissions, but as long as the mobile phone store takes a certain amount of goods, manufacturers will send salesmen to the store instead of letting the store sell by itself, thus controlling the price system more directly.</p><p>This set of sales system, which OPPO, VIVO, Gree, Bull, Haiti, Yili and other offline overlords are familiar with, is not an easy task for Xiaomi, which has strong Internet genes. Therefore, in this round of channel reform, Xiaomi plans to find another way.</p><p>First, Xiaomi intends to use \"return on funds\" instead of the direct mark-up rate as the measurement standard. The specific algorithm is to subtract the cost from the gross profit and multiply it by the turnover to encourage dealers to sell popular goods and sell them fast.</p><p>Second, Xiaomi will record the backlog of inventory on its own account to reduce the capital turnover pressure of the channel.</p><p>Third, make more new stores into big stores and open them in shopping malls. It is definitely not a good strategy to grab shops with OPPO and VIVO all over the street. It is better to put more products in new stores and open them in more spacious shopping malls.</p><p>However, whether dealers can make money is only one of the questions.</p><p><img src=\"http://k.sinaimg.cn/n/tech/crawl/708/w550h158/20210507/e016-kpuunnc2083397.png/w720fin.jpg\" tg-width=\"550\" tg-height=\"158\" referrerpolicy=\"no-referrer\"></p><p>In the consumer industry, after a company builds its own channels and sales network, it can often enjoy twice the result with half the effort with one more net profit for every more successful product.</p><p>For example,<a href=\"https://laohu8.com/S/600315\">Shanghai Jahwa</a>First, there is Liushen toilet water and then herborist collection, Bull first has plug-in board and then switches and LED lights, Haiti first has soy sauce and then oyster sauce shrimp paste, etc. These successful products have borrowed and further promoted the company's performance.</p><p>But if you want to achieve twice the result with half the effort, the premise is that the product and channel must be matched. There are also examples of mismatch. For example, Wahaha didn't succeed in selling liquor.</p><p>On Xiaomi, the slogan of mobile phone XAloT has been shouted for many years, and this expansion still continues this idea. The product categories of Xiaomi Home include digital, home appliances, travel, etc. TV, air conditioner, washing machine and refrigerator are also the main promotion products of Xiaomi Home.</p><p>At the same time, Xiaomi House is also a way to show the ecological chain of Xiaomi Department Store. The stores are rich and complete in categories, ranging from TVs and air conditioners to speakers, bracelets, patch panels, etc., which can be bought in Xiaomi Home.</p><p>Combined with the location selection of Xiaomi's layout in shopping malls in various places, it can be seen that Xiaomi is trying to create a living home format with rich SKUs-realizing one-stop shopping in stores, connecting all smart products with loT platform, and realizing \"smart home\".</p><p>But different products require different consumption scenarios. It is not that mobile phones, air conditioners, power plugs, TVs and rice cookers are all suitable for sale in the same store.</p><p>Take Bull, which occupies more than 60% of the socket market, as an example. Its more than 2,000 dealers radiate 230,000 hardware stores, 220,000 daily grocery stores, 130,000 supermarkets, 120,000 mobile phone stores and 20,000 office supply stores. Selling power plugs and light bulbs are all in line with the same consumption scene: when I came home from work, I suddenly found that the light bulb at home blew up and the socket was broken. I came to the small shop at the entrance of the community and bought it for emergency.</p><p>Therefore, for consumers, when buying power plugs and light bulbs, it is best to be nearby instead of cheap.</p><p>Xiaomi sells power plugs. If the store is opened in a medium and large shopping center, it will not open until 10 o'clock in the morning, and the price has no strong advantage. How can it compete with the bull?</p><p><img src=\"http://k.sinaimg.cn/n/tech/crawl/73/w550h323/20210507/df5f-kpuunnc2083451.png/w720fin.jpg\" tg-width=\"550\" tg-height=\"323\" referrerpolicy=\"no-referrer\"></p><p>In fact, the unit price of Xiaomi Home's store customers is generally 700-900 yuan, which still mainly relies on the support of large items such as mobile phones and TVs. Other products such as IoT devices are only sold in a small part, and the synergy effect is limited.</p><p><img src=\"http://k.sinaimg.cn/n/tech/crawl/708/w550h158/20210507/d9b7-kpuunnc2083645.png/w720fin.jpg\" tg-width=\"550\" tg-height=\"158\" referrerpolicy=\"no-referrer\"></p><p>In August 2017, Lei Jun spent four days visiting counties and townships in Henan Province, and announced that he would lay down the county and township market with \"Xiaomi Store\", but Xiaomi Store failed in the end.</p><p>In 2020, the person who went to the countryside for research became Lu Weibing, president of Xiaomi. What remained unchanged was Xiaomi's county and township policy.</p><p>In any case, Xiaomi finally made up its mind and restarted the road of making up lessons in offline channels.</p><p>Opening a store, sending employees and attracting channel dealers, Lei Jun's style of play is becoming more and more similar to the road that his old rival Dong Mingzhu once took.</p>\n<div class=\"bt-text\">\n\n\n<p> source：<a href=\"https://mp.weixin.qq.com/s/tfY-AuI7daEh9dMCiJdjEg\">远川商业评论</a></p>\n\n\n</div>\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"https://static.tigerbbs.com/3df686d3a6ca977e8c6841905eb7e18c","relate_stocks":{"01810":"小米集团-W"},"source_url":"https://mp.weixin.qq.com/s/tfY-AuI7daEh9dMCiJdjEg","is_english":false,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"2133339507","content_text":"小米最近一直活在聚光灯下。华为承受的贸易制裁打断了华为手机的上升势头，加上从4G到5G换机浪潮，原本“生于性价比，困于性价比”的小米，又重新得到了新的产品突破空间和改头换面的时间窗口。在产品端，小米一口气推出了10S、11Pro、11Ultra和MIXFOLD四款高端高价机型，力图改变以基础机型、主打性价比的过往路线；创始人雷军也终于下定决心造车，并声称要“押上全部战绩和声誉”。在销售端，小米也大刀阔斧地改变线下销售渠道。去年11月，中国区总裁卢伟冰在RedmiNote9的发布会上表示，2021年要让每个县城都有小米之家，不只卖手机，还要卖一堆家电、生活用品。随后，小米通过配售加发债，募资约40亿美元，开始高速的门店扩张之路。去年12月，第1000家小米之家开业。短短一个月后，1000家小米之家在一天内同时开业，进驻河南、江苏两个省份的县级市场。今年4月，第5000家小米之家门店在沈阳落地。这种迅速下沉开门店的扩张思路，像极了小米的老对手格力。本文将聚焦三个问题：01. 小米以前的线下渠道有什么问题？02. 小米这次线下战役有什么新打法？03. 快速扩门店可能会遇到什么问题？琳琅满目的商品，如果按照同质性、差异性来划分，可以分出两大阵营：一类是同质性很强的，例如饺子面条床单空调冰箱。一类是差异性很强的，例如时尚服装手机相机电视。同质性强的产品，通常要赚人口基数和竞争格局的钱；差异性强的产品，则要用优秀的产品力来赚细分人群的钱。小米靠卖手机起家，后来也卖空调插线板电饭煲等等，横跨两大品类。去年2459亿收入里边，手机贡献了1522亿，各种家电贡献了674亿。但在跟多个垂直品类的对手竞争的过程中，飞轮效应和销售渠道也为此而一直摇摇晃晃。先拿主要收入来源的手机来说。各种日新月异的功能，以及换手机所需的配套服务，让中国至今仍有超过70%的手机是通过线下门店卖出去的，而不是通过声势浩大动辄百亿补贴的网购平台，尤其是在广袤的低线城市市场。例如，总是连在一起开店的OPPO和VIVO，截至2020年前三季度，各有超过20万家门店，在三线及以下城市的安卓机市场份额占比均约20%，合计占据了近半江山。又如华为，在2020年，国内市场上一度每卖出2部智能手机，就有一部是华为的。支撑这个销售量的基础，是数以万计的销售网点。显而易见，跟OPPO、VIVO、华为的门店数量相比，小米的5000家门店就有点小巫见大巫了。规模庞大的销售网点，需要同样数量庞大的经销商网络来支撑。在中国，只有10%的手机是厂家直销的，90%都是由经销商卖出去的。简单说，在卖手机这件事情上，谁有更多的门店和经销商，谁就能更容易地抢占份额。在华为手机遇到困境后，剧本也确实是这么写的。从去年11月到今年2月，OPPO市场份额上升了8%，VIVO也增长4%，而小米只多了2.4%。那么问题来了：为什么小米的经销商、门店数量滞后于对手？想让人帮忙卖货，就得让人能从中赚钱。在2020年底重建线下渠道之前，小米搭建了一个想覆盖不同层级市场的门店体系，共有四种门店：一是小米之家，自建自营，一开始只在一二线城市才有，2016年开放加盟，但加盟商只出店面，小米产品仍然归小米来卖。二是小米专卖店和直供点，加盟商投资并由加盟商经营。三是小米授权体验店，加盟商投资并由加盟商经营，主要开在县级市场。四是大卖场渠道，例如苏宁国美等等。但构造再复杂的销售体系，都绕不开一个最简单的问题：怎样让经销商赚到钱？这恰恰是小米的弱点。在一个普通的手机店里，OPPO、VIVO、华为、小米同场竞技，通常会是小米落于下风。这跟产品质量无关，而是一个渠道利润空间的问题。小米以自营平台和直销起家，早早划定了手机毛利率的上限不超过5%，然后从小米出厂到销售前线，扣掉物流、租金，留给经销商赚钱的空间就可想而知了。相比之下，OPPO、VIVO不仅会给拿货多的门店配一个店家不用自掏腰包的销售，还会免费做广告、更换门面。OPPO、VIVO这种做法，叫做“产销联合体”，是段永平在经营步步高的时候，从娃哈哈手上学来的，跟全国的渠道商建立的互相交叉持股的关系，再加上高额返利，例如OPPO、VIVO现在给到渠道的加价空间是25%左右，远高于小米。除此以外，还有“深度分销”。在销售一线，厂商并不只是简单地给高提成，而是只要手机店拿一定数量的货，厂家就会派销售员到店里去，而不是让店家自己销售，从而更直接地控制住价格体系。这一套OPPO、VIVO、格力、公牛、海天、伊利等等线下霸王玩得滚瓜烂熟的销售体系，对互联网基因浓重的小米来说并不是一件容易掌握的事。所以，这一轮渠道改革，小米打算另辟蹊径。其一，小米打算用“资金回报率”替代直接的加价率来作为测算标准，具体算法是用毛利减去费用，再乘以周转，鼓励经销商卖热门商品、而且要卖得快。其二，小米将积压库存都记在自己账上，减轻渠道的资金周转压力。其三，把更多的新店做成大店，开在购物中心。跟满大街的OPPO、VIVO短兵相接抢铺位肯定不是好策略，还不如把更多的产品放在新店里，在更宽敞的购物中心里开业。然而，能不能让经销商赚钱，还只是其中一个问题而已。在消费行业，一家公司在自建渠道和销售网络后，经常能享受到每多一款成功产品就多一份纯利的事半功倍。例如，上海家化先有六神花露水再有佰草集，公牛先有插线板再有开关和LED灯，海天先有酱油再有蚝油虾酱等等，这些后发的成功产品都借用并进一步推动了公司的业绩上涨。但想做到事半功倍，前提是产品跟渠道得是匹配的。不匹配的例子也有，例如娃哈哈卖白酒，就做得不成功。放在小米身上，手机XAloT的口号小米已经喊了很多年，此次扩张依然延续了此思路，小米之家的产品品类包括数码、家电、出行等，电视、空调、洗衣机和冰箱四大件也是小米之家的主力推广产品。同时，小米之家也是展现小米百货生态链的方式。门店里品类丰富齐全，大到电视、空调，小到音箱、手环、插线板等都可以在小米之家买到。结合小米布局在各地购物中心的选址，可以看出小米力图用丰富的sku打造一种生活家居业态——在门店实现一站式的购物，以loT平台连接所有智能产品，实现“智能家庭”。但不同的产品需要不同的消费场景。并不是手机、空调、插线板、电视、电饭煲都适合在同一个门店中进行销售。以占据插座市场60%以上份额的公牛为例，它的两千多个经销商辐射了23万家五金店、22万家日杂店、13万家超市、12万家手机店、2万家办公用品店。卖插线板、卖灯泡，都符合同一个消费场景：下班回家，突然发现家里灯泡炸了，插座坏了，来到小区门口的小店，买来应急。所以对消费者来说，买插线板、买灯泡的时候，不图便宜，最好就近。而小米卖插线板，门店如果开在中大型购物中心，上午十点才开门，价格也没有很强的优势，拿什么跟公牛抗衡？实际上，小米之家的门店客单价一般在700-900元，依然主要依靠手机，电视等大件的支撑，IoT设备等其他产品只是小部分连带销售，协同效应有限。2017年8月，雷军花了4天时间去河南县乡考察，并宣布要以“小米小店”打下县乡市场，但小米小店最终没能成功。2020年，下乡调研的人变成了小米总裁卢伟冰，不变的是小米的县乡政策。无论如何，小米终于下定决心，重新开始了线下渠道的补课之路。开门店、派员工、吸引渠道商，雷军的打法，也和老对手董明珠曾经走过的路越来越像。","news_type":1,"symbols_score_info":{"01810":0.9}},"isVote":1,"tweetType":1,"viewCount":2001,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":107123614,"gmtCreate":1620454680238,"gmtModify":1704344003145,"author":{"id":"3582539014070275","authorId":"3582539014070275","name":"懵懂的小寶貝","avatar":"https://static.tigerbbs.com/1e82c8566cce4dbe6580b4732e0d0559","crmLevel":11,"crmLevelSwitch":0,"followedFlag":false,"authorIdStr":"3582539014070275","idStr":"3582539014070275"},"themes":[],"htmlText":"Hi newbie here ","listText":"Hi newbie here ","text":"Hi newbie here","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/107123614","isVote":1,"tweetType":1,"viewCount":2373,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0}],"hots":[{"id":107121378,"gmtCreate":1620454760594,"gmtModify":1704344004122,"author":{"id":"3582539014070275","authorId":"3582539014070275","name":"懵懂的小寶貝","avatar":"https://static.tigerbbs.com/1e82c8566cce4dbe6580b4732e0d0559","crmLevel":11,"crmLevelSwitch":0,"followedFlag":false,"authorIdStr":"3582539014070275","idStr":"3582539014070275"},"themes":[],"htmlText":"Hi","listText":"Hi","text":"Hi","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/107121378","repostId":"2133339507","repostType":4,"repost":{"id":"2133339507","kind":"news","pubTimestamp":1620447050,"share":"https://ttm.financial/m/news/2133339507?lang=en_US&edition=fundamental","pubTime":"2021-05-08 12:10","market":"us","language":"zh","title":"Millet is living like Gree","url":"https://stock-news.laohu8.com/highlight/detail?id=2133339507","media":"远川商业评论","summary":"去年12月，第1000家小米之家开业。短短一个月后，1000家小米之家在一天内同时开业，进驻河南、江苏两个省份的县级市场。今年4月，第5000家小米之家门店在沈阳落地。这种迅速下沉开门店的扩张思路，像极了小米的老对手格力。三是小米授权体验店，加盟商投资并由加盟商经营，主要开在县级市场。这恰恰是小米的弱点。其二，小米将积压库存都记在自己账上，减轻渠道的资金周转压力。同时，小米之家也是展现小米百货生态链的方式。","content":"<p>Xiaomi has been living in the spotlight lately.</p><p>Huawei's trade sanctions have interrupted the rising momentum of Huawei's mobile phones. Coupled with the wave of replacement from 4G to 5G, Xiaomi, which was originally \"born in cost performance and trapped in cost performance\", has regained a new product breakthrough space and a time window for makeover.</p><p>On the product side, Xiaomi launched four high-end and high-priced models, namely 10S, 11Pro, 11Ultra and MIXFOLD, in an attempt to change the past route of basic models and focusing on cost performance; Founder Lei Jun finally made up his mind to build a car, and claimed to \"bet all his records and reputation\".</p><p>On the sales side, Xiaomi has also drastically changed offline sales channels.</p><p>Last November, Lu Weibing, president of China, said at the press conference of RedmiNote9 that in 2021, every county should have a Xiaomi home, not only selling mobile phones, but also selling a bunch of home appliances and daily necessities. Subsequently, Xiaomi raised about $4 billion through placement and bond issuance, and started the road of high-speed store expansion.</p><p>Last December, the 1,000th millet home opened. Just one month later, 1,000 millet homes opened at the same time in one day, stationed in county-level markets in Henan and Jiangsu provinces.</p><p>In April this year, the 5,000th Xiaomi Home store landed in Shenyang.</p><p>This expansion idea of rapidly sinking and opening stores is very similar to Xiaomi's old rival Gree.</p><p>This article will focus on three issues:</p><p>01. What are the problems with Xiaomi's previous offline channels?</p><p>02. What is Xiaomi's new way of playing in this offline campaign?</p><p>03. What problems may you encounter in rapidly expanding stores?</p><p><img src=\"http://k.sinaimg.cn/n/tech/crawl/708/w550h158/20210507/6cc9-kpuunnc2083136.png/w720fin.jpg\" tg-width=\"550\" tg-height=\"158\" referrerpolicy=\"no-referrer\"></p><p>A dazzling array of goods, if divided according to homogeneity and difference, can be divided into two camps:</p><p>One category is very homogeneous, such as dumplings, noodles, sheets, air conditioners, refrigerators.</p><p>One category is very different, for example, fashion clothing, mobile phone, camera, TV.</p><p>Products with strong homogeneity usually earn money from the population base and competitive landscape; For products with strong differentiation, we should use excellent product strength to earn money from subdivided people.</p><p>Xiaomi started by selling mobile phones, and later sold air-conditioning power plugs, rice cookers and so on, spanning two categories. Of the 245.9 billion revenue last year, mobile phones contributed 152.2 billion, and various home appliances contributed 67.4 billion.</p><p>However, in the process of competing with rivals in multiple vertical categories, the flywheel effect and sales channels have been wobbling for this reason.</p><p>Take mobile phones, the main source of income, for example. With all kinds of ever-changing functions and the supporting services needed to change mobile phones, more than 70% of mobile phones in China are still sold through offline stores, rather than through massive online shopping platforms with tens of billions of subsidies, especially in the vast low-tier city market.</p><p>For example, OPPO and VIVO, which are always connected to open stores together, each have more than 200,000 stores as of the first three quarters of 2020, accounting for about 20% of the market share of Android machines in third-tier and below cities, accounting for nearly half of the country together.</p><p>Another example is Huawei. In 2020, every 2 units sold in the domestic market<a href=\"https://laohu8.com/S/5RE.SI\">smart</a>One of the mobile phones belongs to Huawei. The basis of this sales volume is tens of thousands of sales outlets.</p><p>Obviously, compared with the number of stores in OPPO, VIVO and Huawei, Xiaomi's 5,000 stores are a little insignificant.</p><p>Large-scale sales outlets need the same large number of dealer networks to support them. In China, only 10% of mobile phones are sold directly by factories, and 90% are sold by dealers.</p><p>Simply put, when it comes to selling mobile phones, whoever has more stores and dealers will be able to seize the share more easily.</p><p>After Huawei's mobile phone encountered difficulties, the script did write this way.</p><p>From November last year to February this year, OPPO's market share rose by 8%, VIVO also grew by 4%, while Xiaomi only gained 2.4% more.</p><p>So here's the question: Why does Xiaomi's number of dealers and stores lag behind its rivals?</p><p><img src=\"http://k.sinaimg.cn/n/tech/crawl/708/w550h158/20210507/e0b2-kpuunnc2083182.png/w720fin.jpg\" tg-width=\"550\" tg-height=\"158\" referrerpolicy=\"no-referrer\"></p><p>If you want someone to help sell goods, you have to make money from it.</p><p>Before rebuilding offline channels at the end of 2020, Xiaomi set up a store system that wanted to cover different levels of markets, with four types of stores:</p><p>First, Xiaomi Home, self-built and self-operated, was only available in first-and second-tier cities at first. It was opened to join in 2016, but franchisees only left the store, and Xiaomi products were still sold by Xiaomi.</p><p>Second, millet stores and direct supply points are invested by franchisees and operated by franchisees.</p><p>The third is Xiaomi authorized experience store, invested by franchisees and operated by franchisees, mainly in county-level markets.</p><p>Fourth, hypermarket channels, such as Suning Gome and so on.</p><p><img src=\"http://k.sinaimg.cn/n/tech/crawl/703/w550h153/20210507/38c0-kpuunnc2083216.png/w720fin.jpg\" tg-width=\"550\" tg-height=\"153\" referrerpolicy=\"no-referrer\"></p><p>However, no matter how complicated the structure of the sales system is, one of the simplest questions can't be avoided: how to make dealers make money? This is precisely Xiaomi's weakness.</p><p>In an ordinary mobile phone store, OPPO, VIVO, Huawei and Xiaomi compete in the same field, and Xiaomi is usually at a disadvantage. This has nothing to do with product quality, but a problem of channel profit margin.</p><p>Xiaomi started with a self-operated platform and direct sales. Early on, it defined that the upper limit of the gross profit margin of mobile phones should not exceed 5%. Then, from Xiaomi's factory to the sales front line, it is conceivable to deduct logistics and rent, leaving dealers with room to make money.</p><p>In contrast, OPPO and VIVO will not only give stores with more goods a store to sell without paying out of pocket, but also advertise and change facades for free.</p><p>This practice of OPPO and VIVO, called \"production and marketing consortium\", is operated by Duan Yongping<a href=\"https://laohu8.com/S/002251\">BBK</a>At that time, I learned from Wahaha and established a cross-shareholding relationship with channel dealers all over the country, coupled with high rebates. For example, OPPO and VIVO now give about 25% of the price increase space to channels, which is much higher than Xiaomi.</p><p>Besides, there is \"in-depth distribution\". In the front line of sales, manufacturers don't just simply give high commissions, but as long as the mobile phone store takes a certain amount of goods, manufacturers will send salesmen to the store instead of letting the store sell by itself, thus controlling the price system more directly.</p><p>This set of sales system, which OPPO, VIVO, Gree, Bull, Haiti, Yili and other offline overlords are familiar with, is not an easy task for Xiaomi, which has strong Internet genes. Therefore, in this round of channel reform, Xiaomi plans to find another way.</p><p>First, Xiaomi intends to use \"return on funds\" instead of the direct mark-up rate as the measurement standard. The specific algorithm is to subtract the cost from the gross profit and multiply it by the turnover to encourage dealers to sell popular goods and sell them fast.</p><p>Second, Xiaomi will record the backlog of inventory on its own account to reduce the capital turnover pressure of the channel.</p><p>Third, make more new stores into big stores and open them in shopping malls. It is definitely not a good strategy to grab shops with OPPO and VIVO all over the street. It is better to put more products in new stores and open them in more spacious shopping malls.</p><p>However, whether dealers can make money is only one of the questions.</p><p><img src=\"http://k.sinaimg.cn/n/tech/crawl/708/w550h158/20210507/e016-kpuunnc2083397.png/w720fin.jpg\" tg-width=\"550\" tg-height=\"158\" referrerpolicy=\"no-referrer\"></p><p>In the consumer industry, after a company builds its own channels and sales network, it can often enjoy twice the result with half the effort with one more net profit for every more successful product.</p><p>For example,<a href=\"https://laohu8.com/S/600315\">Shanghai Jahwa</a>First, there is Liushen toilet water and then herborist collection, Bull first has plug-in board and then switches and LED lights, Haiti first has soy sauce and then oyster sauce shrimp paste, etc. These successful products have borrowed and further promoted the company's performance.</p><p>But if you want to achieve twice the result with half the effort, the premise is that the product and channel must be matched. There are also examples of mismatch. For example, Wahaha didn't succeed in selling liquor.</p><p>On Xiaomi, the slogan of mobile phone XAloT has been shouted for many years, and this expansion still continues this idea. The product categories of Xiaomi Home include digital, home appliances, travel, etc. TV, air conditioner, washing machine and refrigerator are also the main promotion products of Xiaomi Home.</p><p>At the same time, Xiaomi House is also a way to show the ecological chain of Xiaomi Department Store. The stores are rich and complete in categories, ranging from TVs and air conditioners to speakers, bracelets, patch panels, etc., which can be bought in Xiaomi Home.</p><p>Combined with the location selection of Xiaomi's layout in shopping malls in various places, it can be seen that Xiaomi is trying to create a living home format with rich SKUs-realizing one-stop shopping in stores, connecting all smart products with loT platform, and realizing \"smart home\".</p><p>But different products require different consumption scenarios. It is not that mobile phones, air conditioners, power plugs, TVs and rice cookers are all suitable for sale in the same store.</p><p>Take Bull, which occupies more than 60% of the socket market, as an example. Its more than 2,000 dealers radiate 230,000 hardware stores, 220,000 daily grocery stores, 130,000 supermarkets, 120,000 mobile phone stores and 20,000 office supply stores. Selling power plugs and light bulbs are all in line with the same consumption scene: when I came home from work, I suddenly found that the light bulb at home blew up and the socket was broken. I came to the small shop at the entrance of the community and bought it for emergency.</p><p>Therefore, for consumers, when buying power plugs and light bulbs, it is best to be nearby instead of cheap.</p><p>Xiaomi sells power plugs. If the store is opened in a medium and large shopping center, it will not open until 10 o'clock in the morning, and the price has no strong advantage. How can it compete with the bull?</p><p><img src=\"http://k.sinaimg.cn/n/tech/crawl/73/w550h323/20210507/df5f-kpuunnc2083451.png/w720fin.jpg\" tg-width=\"550\" tg-height=\"323\" referrerpolicy=\"no-referrer\"></p><p>In fact, the unit price of Xiaomi Home's store customers is generally 700-900 yuan, which still mainly relies on the support of large items such as mobile phones and TVs. Other products such as IoT devices are only sold in a small part, and the synergy effect is limited.</p><p><img src=\"http://k.sinaimg.cn/n/tech/crawl/708/w550h158/20210507/d9b7-kpuunnc2083645.png/w720fin.jpg\" tg-width=\"550\" tg-height=\"158\" referrerpolicy=\"no-referrer\"></p><p>In August 2017, Lei Jun spent four days visiting counties and townships in Henan Province, and announced that he would lay down the county and township market with \"Xiaomi Store\", but Xiaomi Store failed in the end.</p><p>In 2020, the person who went to the countryside for research became Lu Weibing, president of Xiaomi. What remained unchanged was Xiaomi's county and township policy.</p><p>In any case, Xiaomi finally made up its mind and restarted the road of making up lessons in offline channels.</p><p>Opening a store, sending employees and attracting channel dealers, Lei Jun's style of play is becoming more and more similar to the road that his old rival Dong Mingzhu once took.</p>","source":"lsy1585921707636","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>Millet is living like Gree</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 12.5px; color: #7E829C; margin: 0;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nMillet is living like Gree\n</h2>\n<h4 class=\"meta\">\n<p class=\"head\">\n<strong class=\"h-name small\">远川商业评论</strong><span class=\"h-time small\">2021-05-08 12:10</span>\n</p>\n</h4>\n</header>\n<article>\n<p>Xiaomi has been living in the spotlight lately.</p><p>Huawei's trade sanctions have interrupted the rising momentum of Huawei's mobile phones. Coupled with the wave of replacement from 4G to 5G, Xiaomi, which was originally \"born in cost performance and trapped in cost performance\", has regained a new product breakthrough space and a time window for makeover.</p><p>On the product side, Xiaomi launched four high-end and high-priced models, namely 10S, 11Pro, 11Ultra and MIXFOLD, in an attempt to change the past route of basic models and focusing on cost performance; Founder Lei Jun finally made up his mind to build a car, and claimed to \"bet all his records and reputation\".</p><p>On the sales side, Xiaomi has also drastically changed offline sales channels.</p><p>Last November, Lu Weibing, president of China, said at the press conference of RedmiNote9 that in 2021, every county should have a Xiaomi home, not only selling mobile phones, but also selling a bunch of home appliances and daily necessities. Subsequently, Xiaomi raised about $4 billion through placement and bond issuance, and started the road of high-speed store expansion.</p><p>Last December, the 1,000th millet home opened. Just one month later, 1,000 millet homes opened at the same time in one day, stationed in county-level markets in Henan and Jiangsu provinces.</p><p>In April this year, the 5,000th Xiaomi Home store landed in Shenyang.</p><p>This expansion idea of rapidly sinking and opening stores is very similar to Xiaomi's old rival Gree.</p><p>This article will focus on three issues:</p><p>01. What are the problems with Xiaomi's previous offline channels?</p><p>02. What is Xiaomi's new way of playing in this offline campaign?</p><p>03. What problems may you encounter in rapidly expanding stores?</p><p><img src=\"http://k.sinaimg.cn/n/tech/crawl/708/w550h158/20210507/6cc9-kpuunnc2083136.png/w720fin.jpg\" tg-width=\"550\" tg-height=\"158\" referrerpolicy=\"no-referrer\"></p><p>A dazzling array of goods, if divided according to homogeneity and difference, can be divided into two camps:</p><p>One category is very homogeneous, such as dumplings, noodles, sheets, air conditioners, refrigerators.</p><p>One category is very different, for example, fashion clothing, mobile phone, camera, TV.</p><p>Products with strong homogeneity usually earn money from the population base and competitive landscape; For products with strong differentiation, we should use excellent product strength to earn money from subdivided people.</p><p>Xiaomi started by selling mobile phones, and later sold air-conditioning power plugs, rice cookers and so on, spanning two categories. Of the 245.9 billion revenue last year, mobile phones contributed 152.2 billion, and various home appliances contributed 67.4 billion.</p><p>However, in the process of competing with rivals in multiple vertical categories, the flywheel effect and sales channels have been wobbling for this reason.</p><p>Take mobile phones, the main source of income, for example. With all kinds of ever-changing functions and the supporting services needed to change mobile phones, more than 70% of mobile phones in China are still sold through offline stores, rather than through massive online shopping platforms with tens of billions of subsidies, especially in the vast low-tier city market.</p><p>For example, OPPO and VIVO, which are always connected to open stores together, each have more than 200,000 stores as of the first three quarters of 2020, accounting for about 20% of the market share of Android machines in third-tier and below cities, accounting for nearly half of the country together.</p><p>Another example is Huawei. In 2020, every 2 units sold in the domestic market<a href=\"https://laohu8.com/S/5RE.SI\">smart</a>One of the mobile phones belongs to Huawei. The basis of this sales volume is tens of thousands of sales outlets.</p><p>Obviously, compared with the number of stores in OPPO, VIVO and Huawei, Xiaomi's 5,000 stores are a little insignificant.</p><p>Large-scale sales outlets need the same large number of dealer networks to support them. In China, only 10% of mobile phones are sold directly by factories, and 90% are sold by dealers.</p><p>Simply put, when it comes to selling mobile phones, whoever has more stores and dealers will be able to seize the share more easily.</p><p>After Huawei's mobile phone encountered difficulties, the script did write this way.</p><p>From November last year to February this year, OPPO's market share rose by 8%, VIVO also grew by 4%, while Xiaomi only gained 2.4% more.</p><p>So here's the question: Why does Xiaomi's number of dealers and stores lag behind its rivals?</p><p><img src=\"http://k.sinaimg.cn/n/tech/crawl/708/w550h158/20210507/e0b2-kpuunnc2083182.png/w720fin.jpg\" tg-width=\"550\" tg-height=\"158\" referrerpolicy=\"no-referrer\"></p><p>If you want someone to help sell goods, you have to make money from it.</p><p>Before rebuilding offline channels at the end of 2020, Xiaomi set up a store system that wanted to cover different levels of markets, with four types of stores:</p><p>First, Xiaomi Home, self-built and self-operated, was only available in first-and second-tier cities at first. It was opened to join in 2016, but franchisees only left the store, and Xiaomi products were still sold by Xiaomi.</p><p>Second, millet stores and direct supply points are invested by franchisees and operated by franchisees.</p><p>The third is Xiaomi authorized experience store, invested by franchisees and operated by franchisees, mainly in county-level markets.</p><p>Fourth, hypermarket channels, such as Suning Gome and so on.</p><p><img src=\"http://k.sinaimg.cn/n/tech/crawl/703/w550h153/20210507/38c0-kpuunnc2083216.png/w720fin.jpg\" tg-width=\"550\" tg-height=\"153\" referrerpolicy=\"no-referrer\"></p><p>However, no matter how complicated the structure of the sales system is, one of the simplest questions can't be avoided: how to make dealers make money? This is precisely Xiaomi's weakness.</p><p>In an ordinary mobile phone store, OPPO, VIVO, Huawei and Xiaomi compete in the same field, and Xiaomi is usually at a disadvantage. This has nothing to do with product quality, but a problem of channel profit margin.</p><p>Xiaomi started with a self-operated platform and direct sales. Early on, it defined that the upper limit of the gross profit margin of mobile phones should not exceed 5%. Then, from Xiaomi's factory to the sales front line, it is conceivable to deduct logistics and rent, leaving dealers with room to make money.</p><p>In contrast, OPPO and VIVO will not only give stores with more goods a store to sell without paying out of pocket, but also advertise and change facades for free.</p><p>This practice of OPPO and VIVO, called \"production and marketing consortium\", is operated by Duan Yongping<a href=\"https://laohu8.com/S/002251\">BBK</a>At that time, I learned from Wahaha and established a cross-shareholding relationship with channel dealers all over the country, coupled with high rebates. For example, OPPO and VIVO now give about 25% of the price increase space to channels, which is much higher than Xiaomi.</p><p>Besides, there is \"in-depth distribution\". In the front line of sales, manufacturers don't just simply give high commissions, but as long as the mobile phone store takes a certain amount of goods, manufacturers will send salesmen to the store instead of letting the store sell by itself, thus controlling the price system more directly.</p><p>This set of sales system, which OPPO, VIVO, Gree, Bull, Haiti, Yili and other offline overlords are familiar with, is not an easy task for Xiaomi, which has strong Internet genes. Therefore, in this round of channel reform, Xiaomi plans to find another way.</p><p>First, Xiaomi intends to use \"return on funds\" instead of the direct mark-up rate as the measurement standard. The specific algorithm is to subtract the cost from the gross profit and multiply it by the turnover to encourage dealers to sell popular goods and sell them fast.</p><p>Second, Xiaomi will record the backlog of inventory on its own account to reduce the capital turnover pressure of the channel.</p><p>Third, make more new stores into big stores and open them in shopping malls. It is definitely not a good strategy to grab shops with OPPO and VIVO all over the street. It is better to put more products in new stores and open them in more spacious shopping malls.</p><p>However, whether dealers can make money is only one of the questions.</p><p><img src=\"http://k.sinaimg.cn/n/tech/crawl/708/w550h158/20210507/e016-kpuunnc2083397.png/w720fin.jpg\" tg-width=\"550\" tg-height=\"158\" referrerpolicy=\"no-referrer\"></p><p>In the consumer industry, after a company builds its own channels and sales network, it can often enjoy twice the result with half the effort with one more net profit for every more successful product.</p><p>For example,<a href=\"https://laohu8.com/S/600315\">Shanghai Jahwa</a>First, there is Liushen toilet water and then herborist collection, Bull first has plug-in board and then switches and LED lights, Haiti first has soy sauce and then oyster sauce shrimp paste, etc. These successful products have borrowed and further promoted the company's performance.</p><p>But if you want to achieve twice the result with half the effort, the premise is that the product and channel must be matched. There are also examples of mismatch. For example, Wahaha didn't succeed in selling liquor.</p><p>On Xiaomi, the slogan of mobile phone XAloT has been shouted for many years, and this expansion still continues this idea. The product categories of Xiaomi Home include digital, home appliances, travel, etc. TV, air conditioner, washing machine and refrigerator are also the main promotion products of Xiaomi Home.</p><p>At the same time, Xiaomi House is also a way to show the ecological chain of Xiaomi Department Store. The stores are rich and complete in categories, ranging from TVs and air conditioners to speakers, bracelets, patch panels, etc., which can be bought in Xiaomi Home.</p><p>Combined with the location selection of Xiaomi's layout in shopping malls in various places, it can be seen that Xiaomi is trying to create a living home format with rich SKUs-realizing one-stop shopping in stores, connecting all smart products with loT platform, and realizing \"smart home\".</p><p>But different products require different consumption scenarios. It is not that mobile phones, air conditioners, power plugs, TVs and rice cookers are all suitable for sale in the same store.</p><p>Take Bull, which occupies more than 60% of the socket market, as an example. Its more than 2,000 dealers radiate 230,000 hardware stores, 220,000 daily grocery stores, 130,000 supermarkets, 120,000 mobile phone stores and 20,000 office supply stores. Selling power plugs and light bulbs are all in line with the same consumption scene: when I came home from work, I suddenly found that the light bulb at home blew up and the socket was broken. I came to the small shop at the entrance of the community and bought it for emergency.</p><p>Therefore, for consumers, when buying power plugs and light bulbs, it is best to be nearby instead of cheap.</p><p>Xiaomi sells power plugs. If the store is opened in a medium and large shopping center, it will not open until 10 o'clock in the morning, and the price has no strong advantage. How can it compete with the bull?</p><p><img src=\"http://k.sinaimg.cn/n/tech/crawl/73/w550h323/20210507/df5f-kpuunnc2083451.png/w720fin.jpg\" tg-width=\"550\" tg-height=\"323\" referrerpolicy=\"no-referrer\"></p><p>In fact, the unit price of Xiaomi Home's store customers is generally 700-900 yuan, which still mainly relies on the support of large items such as mobile phones and TVs. Other products such as IoT devices are only sold in a small part, and the synergy effect is limited.</p><p><img src=\"http://k.sinaimg.cn/n/tech/crawl/708/w550h158/20210507/d9b7-kpuunnc2083645.png/w720fin.jpg\" tg-width=\"550\" tg-height=\"158\" referrerpolicy=\"no-referrer\"></p><p>In August 2017, Lei Jun spent four days visiting counties and townships in Henan Province, and announced that he would lay down the county and township market with \"Xiaomi Store\", but Xiaomi Store failed in the end.</p><p>In 2020, the person who went to the countryside for research became Lu Weibing, president of Xiaomi. What remained unchanged was Xiaomi's county and township policy.</p><p>In any case, Xiaomi finally made up its mind and restarted the road of making up lessons in offline channels.</p><p>Opening a store, sending employees and attracting channel dealers, Lei Jun's style of play is becoming more and more similar to the road that his old rival Dong Mingzhu once took.</p>\n<div class=\"bt-text\">\n\n\n<p> source：<a href=\"https://mp.weixin.qq.com/s/tfY-AuI7daEh9dMCiJdjEg\">远川商业评论</a></p>\n\n\n</div>\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"https://static.tigerbbs.com/3df686d3a6ca977e8c6841905eb7e18c","relate_stocks":{"01810":"小米集团-W"},"source_url":"https://mp.weixin.qq.com/s/tfY-AuI7daEh9dMCiJdjEg","is_english":false,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"2133339507","content_text":"小米最近一直活在聚光灯下。华为承受的贸易制裁打断了华为手机的上升势头，加上从4G到5G换机浪潮，原本“生于性价比，困于性价比”的小米，又重新得到了新的产品突破空间和改头换面的时间窗口。在产品端，小米一口气推出了10S、11Pro、11Ultra和MIXFOLD四款高端高价机型，力图改变以基础机型、主打性价比的过往路线；创始人雷军也终于下定决心造车，并声称要“押上全部战绩和声誉”。在销售端，小米也大刀阔斧地改变线下销售渠道。去年11月，中国区总裁卢伟冰在RedmiNote9的发布会上表示，2021年要让每个县城都有小米之家，不只卖手机，还要卖一堆家电、生活用品。随后，小米通过配售加发债，募资约40亿美元，开始高速的门店扩张之路。去年12月，第1000家小米之家开业。短短一个月后，1000家小米之家在一天内同时开业，进驻河南、江苏两个省份的县级市场。今年4月，第5000家小米之家门店在沈阳落地。这种迅速下沉开门店的扩张思路，像极了小米的老对手格力。本文将聚焦三个问题：01. 小米以前的线下渠道有什么问题？02. 小米这次线下战役有什么新打法？03. 快速扩门店可能会遇到什么问题？琳琅满目的商品，如果按照同质性、差异性来划分，可以分出两大阵营：一类是同质性很强的，例如饺子面条床单空调冰箱。一类是差异性很强的，例如时尚服装手机相机电视。同质性强的产品，通常要赚人口基数和竞争格局的钱；差异性强的产品，则要用优秀的产品力来赚细分人群的钱。小米靠卖手机起家，后来也卖空调插线板电饭煲等等，横跨两大品类。去年2459亿收入里边，手机贡献了1522亿，各种家电贡献了674亿。但在跟多个垂直品类的对手竞争的过程中，飞轮效应和销售渠道也为此而一直摇摇晃晃。先拿主要收入来源的手机来说。各种日新月异的功能，以及换手机所需的配套服务，让中国至今仍有超过70%的手机是通过线下门店卖出去的，而不是通过声势浩大动辄百亿补贴的网购平台，尤其是在广袤的低线城市市场。例如，总是连在一起开店的OPPO和VIVO，截至2020年前三季度，各有超过20万家门店，在三线及以下城市的安卓机市场份额占比均约20%，合计占据了近半江山。又如华为，在2020年，国内市场上一度每卖出2部智能手机，就有一部是华为的。支撑这个销售量的基础，是数以万计的销售网点。显而易见，跟OPPO、VIVO、华为的门店数量相比，小米的5000家门店就有点小巫见大巫了。规模庞大的销售网点，需要同样数量庞大的经销商网络来支撑。在中国，只有10%的手机是厂家直销的，90%都是由经销商卖出去的。简单说，在卖手机这件事情上，谁有更多的门店和经销商，谁就能更容易地抢占份额。在华为手机遇到困境后，剧本也确实是这么写的。从去年11月到今年2月，OPPO市场份额上升了8%，VIVO也增长4%，而小米只多了2.4%。那么问题来了：为什么小米的经销商、门店数量滞后于对手？想让人帮忙卖货，就得让人能从中赚钱。在2020年底重建线下渠道之前，小米搭建了一个想覆盖不同层级市场的门店体系，共有四种门店：一是小米之家，自建自营，一开始只在一二线城市才有，2016年开放加盟，但加盟商只出店面，小米产品仍然归小米来卖。二是小米专卖店和直供点，加盟商投资并由加盟商经营。三是小米授权体验店，加盟商投资并由加盟商经营，主要开在县级市场。四是大卖场渠道，例如苏宁国美等等。但构造再复杂的销售体系，都绕不开一个最简单的问题：怎样让经销商赚到钱？这恰恰是小米的弱点。在一个普通的手机店里，OPPO、VIVO、华为、小米同场竞技，通常会是小米落于下风。这跟产品质量无关，而是一个渠道利润空间的问题。小米以自营平台和直销起家，早早划定了手机毛利率的上限不超过5%，然后从小米出厂到销售前线，扣掉物流、租金，留给经销商赚钱的空间就可想而知了。相比之下，OPPO、VIVO不仅会给拿货多的门店配一个店家不用自掏腰包的销售，还会免费做广告、更换门面。OPPO、VIVO这种做法，叫做“产销联合体”，是段永平在经营步步高的时候，从娃哈哈手上学来的，跟全国的渠道商建立的互相交叉持股的关系，再加上高额返利，例如OPPO、VIVO现在给到渠道的加价空间是25%左右，远高于小米。除此以外，还有“深度分销”。在销售一线，厂商并不只是简单地给高提成，而是只要手机店拿一定数量的货，厂家就会派销售员到店里去，而不是让店家自己销售，从而更直接地控制住价格体系。这一套OPPO、VIVO、格力、公牛、海天、伊利等等线下霸王玩得滚瓜烂熟的销售体系，对互联网基因浓重的小米来说并不是一件容易掌握的事。所以，这一轮渠道改革，小米打算另辟蹊径。其一，小米打算用“资金回报率”替代直接的加价率来作为测算标准，具体算法是用毛利减去费用，再乘以周转，鼓励经销商卖热门商品、而且要卖得快。其二，小米将积压库存都记在自己账上，减轻渠道的资金周转压力。其三，把更多的新店做成大店，开在购物中心。跟满大街的OPPO、VIVO短兵相接抢铺位肯定不是好策略，还不如把更多的产品放在新店里，在更宽敞的购物中心里开业。然而，能不能让经销商赚钱，还只是其中一个问题而已。在消费行业，一家公司在自建渠道和销售网络后，经常能享受到每多一款成功产品就多一份纯利的事半功倍。例如，上海家化先有六神花露水再有佰草集，公牛先有插线板再有开关和LED灯，海天先有酱油再有蚝油虾酱等等，这些后发的成功产品都借用并进一步推动了公司的业绩上涨。但想做到事半功倍，前提是产品跟渠道得是匹配的。不匹配的例子也有，例如娃哈哈卖白酒，就做得不成功。放在小米身上，手机XAloT的口号小米已经喊了很多年，此次扩张依然延续了此思路，小米之家的产品品类包括数码、家电、出行等，电视、空调、洗衣机和冰箱四大件也是小米之家的主力推广产品。同时，小米之家也是展现小米百货生态链的方式。门店里品类丰富齐全，大到电视、空调，小到音箱、手环、插线板等都可以在小米之家买到。结合小米布局在各地购物中心的选址，可以看出小米力图用丰富的sku打造一种生活家居业态——在门店实现一站式的购物，以loT平台连接所有智能产品，实现“智能家庭”。但不同的产品需要不同的消费场景。并不是手机、空调、插线板、电视、电饭煲都适合在同一个门店中进行销售。以占据插座市场60%以上份额的公牛为例，它的两千多个经销商辐射了23万家五金店、22万家日杂店、13万家超市、12万家手机店、2万家办公用品店。卖插线板、卖灯泡，都符合同一个消费场景：下班回家，突然发现家里灯泡炸了，插座坏了，来到小区门口的小店，买来应急。所以对消费者来说，买插线板、买灯泡的时候，不图便宜，最好就近。而小米卖插线板，门店如果开在中大型购物中心，上午十点才开门，价格也没有很强的优势，拿什么跟公牛抗衡？实际上，小米之家的门店客单价一般在700-900元，依然主要依靠手机，电视等大件的支撑，IoT设备等其他产品只是小部分连带销售，协同效应有限。2017年8月，雷军花了4天时间去河南县乡考察，并宣布要以“小米小店”打下县乡市场，但小米小店最终没能成功。2020年，下乡调研的人变成了小米总裁卢伟冰，不变的是小米的县乡政策。无论如何，小米终于下定决心，重新开始了线下渠道的补课之路。开门店、派员工、吸引渠道商，雷军的打法，也和老对手董明珠曾经走过的路越来越像。","news_type":1,"symbols_score_info":{"01810":0.9}},"isVote":1,"tweetType":1,"viewCount":2001,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":107123614,"gmtCreate":1620454680238,"gmtModify":1704344003145,"author":{"id":"3582539014070275","authorId":"3582539014070275","name":"懵懂的小寶貝","avatar":"https://static.tigerbbs.com/1e82c8566cce4dbe6580b4732e0d0559","crmLevel":11,"crmLevelSwitch":0,"followedFlag":false,"authorIdStr":"3582539014070275","idStr":"3582539014070275"},"themes":[],"htmlText":"Hi newbie here ","listText":"Hi newbie here ","text":"Hi newbie here","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/107123614","isVote":1,"tweetType":1,"viewCount":2373,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0}],"lives":[]}
