+Follow
懵懂的小寶貝
No personal profile
2
Follow
0
Followers
0
Topic
0
Badge
Posts
Hot
懵懂的小寶貝
2021-05-08
Hi
Xiaomi is living like Gree.
懵懂的小寶貝
2021-05-08
Hi newbie here
Go to Tiger App to see more news
{"i18n":{"language":"en_US"},"userPageInfo":{"id":"3582539014070275","uuid":"3582539014070275","gmtCreate":1620401074960,"gmtModify":1620460346040,"name":"懵懂的小寶貝","pinyin":"mddx寶貝mengdongdexiao寶貝","introduction":"","introductionEn":"","signature":"","avatar":"https://static.tigerbbs.com/1e82c8566cce4dbe6580b4732e0d0559","hat":null,"hatId":null,"hatName":null,"vip":1,"status":2,"fanSize":0,"headSize":2,"tweetSize":2,"questionSize":0,"limitLevel":999,"accountStatus":4,"level":{"id":1,"name":"萌萌虎","nameTw":"萌萌虎","represent":"呱呱坠地","factor":"评论帖子3次或发布1条主帖（非转发）","iconColor":"3C9E83","bgColor":"A2F1D9"},"themeCounts":0,"badgeCounts":0,"badges":[],"moderator":false,"superModerator":false,"manageSymbols":null,"badgeLevel":null,"boolIsFan":false,"boolIsHead":false,"favoriteSize":0,"symbols":null,"coverImage":null,"realNameVerified":"success","userBadges":[{"badgeId":"1026c425416b44e0aac28c11a0848493-3","templateUuid":"1026c425416b44e0aac28c11a0848493","name":" Tiger Idol","description":"Join the tiger community for 1500 days","bigImgUrl":"https://static.tigerbbs.com/8b40ae7da5bf081a1c84df14bf9e6367","smallImgUrl":"https://static.tigerbbs.com/f160eceddd7c284a8e1136557615cfad","grayImgUrl":"https://static.tigerbbs.com/11792805c468334a9b31c39f95a41c6a","redirectLinkEnabled":0,"redirectLinkType":null,"redirectLink":null,"redirectLinkValidityFrom":null,"redirectLinkValidityTo":null,"hasAllocated":1,"isWearing":0,"stamp":null,"stampPosition":0,"hasStamp":0,"allocationCount":1,"allocatedDate":"2025.06.16","exceedPercentage":null,"individualDisplayEnabled":0,"backgroundColor":null,"fontColor":null,"individualDisplaySort":0,"categoryType":1001,"isScarce":0,"effectConfig":null,"effectEnabled":0,"plateImgUrl":null,"plateColors":null,"validityTo":null,"validityToTimestamp":null,"wearingSort":0},{"badgeId":"972123088c9646f7b6091ae0662215be-1","templateUuid":"972123088c9646f7b6091ae0662215be","name":"Elite Trader","description":"Total number of securities or futures transactions reached 30","bigImgUrl":"https://static.tigerbbs.com/ab0f87127c854ce3191a752d57b46edc","smallImgUrl":"https://static.tigerbbs.com/c9835ce48b8c8743566d344ac7a7ba8c","grayImgUrl":"https://static.tigerbbs.com/76754b53ce7a90019f132c1d2fbc698f","redirectLinkEnabled":0,"redirectLinkType":null,"redirectLink":null,"redirectLinkValidityFrom":null,"redirectLinkValidityTo":null,"hasAllocated":1,"isWearing":0,"stamp":null,"stampPosition":0,"hasStamp":0,"allocationCount":1,"allocatedDate":"2022.04.06","exceedPercentage":"60.67%","individualDisplayEnabled":0,"backgroundColor":null,"fontColor":null,"individualDisplaySort":0,"categoryType":1100,"isScarce":0,"effectConfig":null,"effectEnabled":0,"plateImgUrl":null,"plateColors":null,"validityTo":null,"validityToTimestamp":null,"wearingSort":0},{"badgeId":"a83d7582f45846ffbccbce770ce65d84-1","templateUuid":"a83d7582f45846ffbccbce770ce65d84","name":"Real Trader","description":"Completed a transaction","bigImgUrl":"https://static.tigerbbs.com/2e08a1cc2087a1de93402c2c290fa65b","smallImgUrl":"https://static.tigerbbs.com/4504a6397ce1137932d56e5f4ce27166","grayImgUrl":"https://static.tigerbbs.com/4b22c79415b4cd6e3d8ebc4a0fa32604","redirectLinkEnabled":0,"redirectLinkType":null,"redirectLink":null,"redirectLinkValidityFrom":null,"redirectLinkValidityTo":null,"hasAllocated":1,"isWearing":0,"stamp":null,"stampPosition":0,"hasStamp":0,"allocationCount":1,"allocatedDate":"2021.12.21","exceedPercentage":null,"individualDisplayEnabled":0,"backgroundColor":null,"fontColor":null,"individualDisplaySort":0,"categoryType":1100,"isScarce":0,"effectConfig":null,"effectEnabled":0,"plateImgUrl":null,"plateColors":null,"validityTo":null,"validityToTimestamp":null,"wearingSort":0}],"userBadgeCount":3,"currentWearingBadge":{"badgeId":"1026c425416b44e0aac28c11a0848493-2","templateUuid":"1026c425416b44e0aac28c11a0848493","name":"Senior Tiger","description":"Join the tiger community for 1000 days","bigImgUrl":"https://static.tigerbbs.com/0063fb68ea29c9ae6858c58630e182d5","smallImgUrl":"https://static.tigerbbs.com/96c699a93be4214d4b49aea6a5a5d1a4","grayImgUrl":"https://static.tigerbbs.com/35b0e542a9ff77046ed69ef602bc105d","redirectLinkEnabled":0,"redirectLinkType":null,"redirectLink":null,"redirectLinkValidityFrom":null,"redirectLinkValidityTo":null,"hasAllocated":1,"isWearing":1,"stamp":null,"stampPosition":0,"hasStamp":0,"allocationCount":1,"allocatedDate":"2024.02.20","exceedPercentage":null,"individualDisplayEnabled":0,"backgroundColor":null,"fontColor":null,"individualDisplaySort":0,"categoryType":1001,"isScarce":0,"effectConfig":null,"effectEnabled":0,"plateImgUrl":null,"plateColors":null,"validityTo":null,"validityToTimestamp":null,"wearingSort":0},"individualDisplayBadges":null,"crmLevel":11,"crmLevelSwitch":0,"location":null,"starInvestorFollowerNum":0,"starInvestorFlag":false,"starInvestorOrderShareNum":0,"subscribeStarInvestorNum":0,"ror":null,"winRationPercentage":null,"showRor":false,"investmentPhilosophy":null,"starInvestorSubscribeFlag":false},"baikeInfo":{},"tab":"hot","tweets":[{"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":[],"title":"","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":"sh","language":"zh","title":"Xiaomi 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 recently.</p><p>The trade sanctions imposed on Huawei interrupted the upward momentum of Huawei mobile phones. Coupled with the wave of upgrades from 4G to 5G, Xiaomi, which was originally \"born from cost-effectiveness but trapped by cost-effectiveness,\" has once again gained new room for product breakthroughs and a window of opportunity to transform itself.</p><p>On the product side, Xiaomi launched four high-end, high-priced models in one go: the 10S, 11Pro, 11Ultra, and MIXFOLD, striving to change its past approach of focusing on basic models and cost-effectiveness. Founder Lei Jun has finally made up his mind to build cars, claiming that he will \"bet all his achievements and reputation\".</p><p>On the sales side, Xiaomi has also made drastic changes to its offline sales channels.</p><p>Last November, Lu Weibing, President of China, said at the Redmi Note 9 launch event that by 2021, every county town will have a Xiaomi Home, selling not only mobile phones, but also a bunch of home appliances and daily necessities. Subsequently, Xiaomi raised approximately $4 billion through placement and bond issuance, embarking on a rapid expansion of its stores.</p><p>Last December, the 1,000th Xiaomi Home opened. Just one month later, 1,000 Xiaomi Homes opened simultaneously on the same day, entering county-level markets in Henan and Jiangsu provinces.</p><p>In April of this year, the 5,000th Xiaomi Home store opened in Shenyang.</p><p>This expansion strategy of rapidly expanding into lower-tier cities 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 problems did Xiaomi's offline channels have in the past?</p><p>02. What new strategies does Xiaomi have for this offline campaign?</p><p>03. What problems might be encountered when 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>The dazzling array of products can be divided into two main camps based on homogeneity and differences:</p><p>One type is highly homogeneous, such as dumplings, noodles, bed sheets, air conditioners, and refrigerators.</p><p>One category is highly diverse, such as fashion clothing, mobile phones, cameras, and televisions.</p><p>Products with strong homogeneity typically profit from their population base and competitive landscape; For highly differentiated products, you need to use your excellent product strength to make money from a specific target audience.</p><p>Xiaomi started by selling mobile phones, and later also sold air conditioners, power strips, rice cookers, and other products, spanning two major categories. Of the 245.9 billion yuan in revenue last year, mobile phones contributed 152.2 billion yuan, and various home appliances contributed 67.4 billion yuan.</p><p>However, in the process of competing with rivals in multiple vertical product categories, the flywheel effect and sales channels have been wavering.</p><p>Let's take mobile phones, the main source of revenue, as an example. The rapidly evolving functions and the supporting services required for replacing mobile phones mean that more than 70% of mobile phones in China are still sold through offline stores, rather than through large-scale online shopping platforms that often offer subsidies worth tens of billions of yuan, especially in the vast lower-tier city market.</p><p>For example, OPPO and VIVO, which always open stores together, each had more than 200,000 stores as of the first three quarters of 2020, accounting for about 20% of the Android phone market share in third-tier and lower-tier cities, together occupying nearly half of the market.</p><p>For example, Huawei once sold two units in the domestic market in 2020.<a href=\"https://laohu8.com/S/5RE.SI\">smart</a>One of the mobile phones is from Huawei. The foundation supporting this sales volume is tens of thousands of sales outlets.</p><p>Obviously, compared to the number of stores of OPPO, VIVO, and Huawei, Xiaomi's 5,000 stores are somewhat insignificant.</p><p>Large sales outlets require an equally large network of dealers to support them. In China, only 10% of mobile phones are sold directly by manufacturers, and 90% are sold by distributors.</p><p>Simply put, in the mobile phone market, whoever has more stores and distributors will be able to seize market share more easily.</p><p>This is indeed how the script was written after Huawei phones encountered difficulties.</p><p>From November last year to February this year, OPPO's market share increased by 8%, VIVO's also increased by 4%, while Xiaomi's only increased by 2.4%.</p><p>So the question arises: Why does Xiaomi's number of distributors and stores lag behind its competitors?</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 people to help you sell your goods, you have to make money from them.</p><p>Before rebuilding its offline channels at the end of 2020, Xiaomi established a store system aimed at covering different market levels, consisting of four types of stores:</p><p>First, there is Xiaomi Home, which is self-built and self-operated. Initially, it was only available in first- and second-tier cities. Franchising was opened in 2016, but franchisees only operate stores, and Xiaomi products are still sold by Xiaomi.</p><p>Secondly, there are Xiaomi exclusive stores and direct supply points, invested in and operated by franchisees.</p><p>Third, there are Xiaomi authorized experience stores, invested in and operated by franchisees, mainly located in county-level markets.</p><p>Fourth, hypermarket channels, such as Suning and Gome.</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>But no matter how complex the sales system is, it cannot avoid the simplest question: how to make distributors make money? This is precisely Xiaomi's weakness.</p><p>In an ordinary mobile phone store, when OPPO, VIVO, Huawei, and Xiaomi are competing, Xiaomi is usually at a disadvantage. This has nothing to do with product quality, but rather with channel profit margins.</p><p>Xiaomi started with its own platform and direct selling, setting a maximum profit margin for mobile phones of no more than 5% early on. Then, after deducting logistics and rental costs, you can imagine how much room distributors have to make money from the time Xiaomi leaves the factory to the front line of sales.</p><p>In contrast, OPPO and VIVO not only assign a salesperson to stores that receive a lot of goods without the store owner having to pay out of pocket, but also advertise and change their storefront for free.</p><p>The approach taken by OPPO and VIVO is called a \"production and sales consortium,\" which is what Duan Yongping is managing.<a href=\"https://laohu8.com/S/002251\">step by step</a>At that time, they learned from Wahaha and established cross-shareholding relationships with channel partners across the country, coupled with high rebates. For example, OPPO and VIVO now give their channels about 25% markup, which is much higher than Xiaomi.</p><p>In addition, there is \"deep distribution\". On the front lines of sales, manufacturers don't just offer high commissions. Instead, they send salespeople to mobile phone stores whenever they receive a certain quantity of goods, instead of letting the stores sell themselves, thus more directly controlling the pricing system.</p><p>This sales system, which offline giants such as OPPO, VIVO, Gree, Bull, Haitian, and Yili are well-versed in, is not an easy thing for Xiaomi, which has a strong internet DNA, to master. Therefore, Xiaomi intends to take a different approach in this round of channel reforms.</p><p>First, Xiaomi plans to use \"return on investment\" instead of direct markup as the calculation standard. The specific calculation is to subtract expenses from gross profit and then multiply by turnover to encourage distributors to sell popular products quickly.</p><p>Secondly, Xiaomi records all backlogged inventory in its own accounts to alleviate the cash flow pressure on its distribution channels.</p><p>Third, develop more new stores into large stores and open them in shopping malls. Competing head-to-head with OPPO and VIVO, which are ubiquitous, for store space is definitely not a good strategy. It would be better to put more products in new stores and open them in more spacious shopping malls.</p><p>However, whether distributors 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 building its own channels and sales network, a company can often enjoy twice the result with half the effort with each additional successful product.</p><p>For example,<a href=\"https://laohu8.com/S/600315\">Shanghai Jahwa</a>First came Liushen Floral Water, then Herborist; Bull first came up with power strips, then switches and LED lights; Haitian first came up with soy sauce, then oyster sauce and shrimp paste, and so on. These later successful products all borrowed from and further boosted the company's performance.</p><p>However, to achieve twice the result with half the effort, the prerequisite is that the products and channels must be matched. There are also examples of mismatches, such as Wahaha's failure to sell liquor.</p><p>In the case of Xiaomi, Xiaomi has been shouting the slogan \"XAloT\" for many years, and this expansion continues this strategy. Xiaomi Home's product categories include digital products, home appliances, and travel products. TVs, air conditioners, washing machines, and refrigerators are also the main products promoted by Xiaomi Home.</p><p>At the same time, Xiaomi Home is also a way to showcase Xiaomi's department store ecosystem. The store offers a wide variety of products, from large TVs and air conditioners to small speakers, smart bands, power strips, and more.</p><p>Combined with Xiaomi's location selection in shopping malls across various regions, it can be seen that Xiaomi is striving to create a lifestyle and home furnishing business format with a wealth of SKUs—enabling one-stop shopping in stores, connecting all smart products with the loT platform, and realizing a \"smart home\".</p><p>However, different products need different consumption scenarios. Not all mobile phones, air conditioners, power strips, televisions, and rice cookers are suitable for sale in the same store.</p><p>Taking Bull, which holds more than 60% of the socket market share, as an example, its more than 2,000 distributors cover 230,000 hardware stores, 220,000 general stores, 130,000 supermarkets, 120,000 mobile phone stores, and 20,000 office supply stores. Selling power strips and light bulbs both fit the same consumption scenario: coming home from get off work and suddenly finding that the light bulb at home has exploded and the socket is broken, you go to a small shop at the entrance of the community to buy some for emergencies.</p><p>Therefore, when buying power strips or light bulbs, consumers should not look for the cheapest option, but rather choose the nearest one.</p><p>Xiaomi sells power strips. If its stores are located in medium-to-large shopping malls and don't open until 10 a.m., it doesn't have a strong price advantage. How can it compete with 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 reality, the average order value of Xiaomi Home stores is generally around 700-900 yuan, which still mainly relies on large items such as mobile phones and TVs. Other products such as IoT devices are only sold in small parts, and the synergistic 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 inspecting counties and townships in Henan Province and announced that he would use \"Xiaomi Shops\" to conquer the county and township markets, but Xiaomi Shops ultimately failed.</p><p>In 2020, the person conducting research in rural areas became Xiaomi President Lu Weibing, but Xiaomi's county and township policies remained unchanged.</p><p>In any case, Xiaomi has finally made up its mind to restart its path of catching up on offline channels.</p><p>Opening stores, sending employees, and attracting distributors—Lei Jun's approach is increasingly similar to the path taken by his old rival, Dong Mingzhu.</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>Xiaomi 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\">\nXiaomi 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 recently.</p><p>The trade sanctions imposed on Huawei interrupted the upward momentum of Huawei mobile phones. Coupled with the wave of upgrades from 4G to 5G, Xiaomi, which was originally \"born from cost-effectiveness but trapped by cost-effectiveness,\" has once again gained new room for product breakthroughs and a window of opportunity to transform itself.</p><p>On the product side, Xiaomi launched four high-end, high-priced models in one go: the 10S, 11Pro, 11Ultra, and MIXFOLD, striving to change its past approach of focusing on basic models and cost-effectiveness. Founder Lei Jun has finally made up his mind to build cars, claiming that he will \"bet all his achievements and reputation\".</p><p>On the sales side, Xiaomi has also made drastic changes to its offline sales channels.</p><p>Last November, Lu Weibing, President of China, said at the Redmi Note 9 launch event that by 2021, every county town will have a Xiaomi Home, selling not only mobile phones, but also a bunch of home appliances and daily necessities. Subsequently, Xiaomi raised approximately $4 billion through placement and bond issuance, embarking on a rapid expansion of its stores.</p><p>Last December, the 1,000th Xiaomi Home opened. Just one month later, 1,000 Xiaomi Homes opened simultaneously on the same day, entering county-level markets in Henan and Jiangsu provinces.</p><p>In April of this year, the 5,000th Xiaomi Home store opened in Shenyang.</p><p>This expansion strategy of rapidly expanding into lower-tier cities 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 problems did Xiaomi's offline channels have in the past?</p><p>02. What new strategies does Xiaomi have for this offline campaign?</p><p>03. What problems might be encountered when 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>The dazzling array of products can be divided into two main camps based on homogeneity and differences:</p><p>One type is highly homogeneous, such as dumplings, noodles, bed sheets, air conditioners, and refrigerators.</p><p>One category is highly diverse, such as fashion clothing, mobile phones, cameras, and televisions.</p><p>Products with strong homogeneity typically profit from their population base and competitive landscape; For highly differentiated products, you need to use your excellent product strength to make money from a specific target audience.</p><p>Xiaomi started by selling mobile phones, and later also sold air conditioners, power strips, rice cookers, and other products, spanning two major categories. Of the 245.9 billion yuan in revenue last year, mobile phones contributed 152.2 billion yuan, and various home appliances contributed 67.4 billion yuan.</p><p>However, in the process of competing with rivals in multiple vertical product categories, the flywheel effect and sales channels have been wavering.</p><p>Let's take mobile phones, the main source of revenue, as an example. The rapidly evolving functions and the supporting services required for replacing mobile phones mean that more than 70% of mobile phones in China are still sold through offline stores, rather than through large-scale online shopping platforms that often offer subsidies worth tens of billions of yuan, especially in the vast lower-tier city market.</p><p>For example, OPPO and VIVO, which always open stores together, each had more than 200,000 stores as of the first three quarters of 2020, accounting for about 20% of the Android phone market share in third-tier and lower-tier cities, together occupying nearly half of the market.</p><p>For example, Huawei once sold two units in the domestic market in 2020.<a href=\"https://laohu8.com/S/5RE.SI\">smart</a>One of the mobile phones is from Huawei. The foundation supporting this sales volume is tens of thousands of sales outlets.</p><p>Obviously, compared to the number of stores of OPPO, VIVO, and Huawei, Xiaomi's 5,000 stores are somewhat insignificant.</p><p>Large sales outlets require an equally large network of dealers to support them. In China, only 10% of mobile phones are sold directly by manufacturers, and 90% are sold by distributors.</p><p>Simply put, in the mobile phone market, whoever has more stores and distributors will be able to seize market share more easily.</p><p>This is indeed how the script was written after Huawei phones encountered difficulties.</p><p>From November last year to February this year, OPPO's market share increased by 8%, VIVO's also increased by 4%, while Xiaomi's only increased by 2.4%.</p><p>So the question arises: Why does Xiaomi's number of distributors and stores lag behind its competitors?</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 people to help you sell your goods, you have to make money from them.</p><p>Before rebuilding its offline channels at the end of 2020, Xiaomi established a store system aimed at covering different market levels, consisting of four types of stores:</p><p>First, there is Xiaomi Home, which is self-built and self-operated. Initially, it was only available in first- and second-tier cities. Franchising was opened in 2016, but franchisees only operate stores, and Xiaomi products are still sold by Xiaomi.</p><p>Secondly, there are Xiaomi exclusive stores and direct supply points, invested in and operated by franchisees.</p><p>Third, there are Xiaomi authorized experience stores, invested in and operated by franchisees, mainly located in county-level markets.</p><p>Fourth, hypermarket channels, such as Suning and Gome.</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>But no matter how complex the sales system is, it cannot avoid the simplest question: how to make distributors make money? This is precisely Xiaomi's weakness.</p><p>In an ordinary mobile phone store, when OPPO, VIVO, Huawei, and Xiaomi are competing, Xiaomi is usually at a disadvantage. This has nothing to do with product quality, but rather with channel profit margins.</p><p>Xiaomi started with its own platform and direct selling, setting a maximum profit margin for mobile phones of no more than 5% early on. Then, after deducting logistics and rental costs, you can imagine how much room distributors have to make money from the time Xiaomi leaves the factory to the front line of sales.</p><p>In contrast, OPPO and VIVO not only assign a salesperson to stores that receive a lot of goods without the store owner having to pay out of pocket, but also advertise and change their storefront for free.</p><p>The approach taken by OPPO and VIVO is called a \"production and sales consortium,\" which is what Duan Yongping is managing.<a href=\"https://laohu8.com/S/002251\">step by step</a>At that time, they learned from Wahaha and established cross-shareholding relationships with channel partners across the country, coupled with high rebates. For example, OPPO and VIVO now give their channels about 25% markup, which is much higher than Xiaomi.</p><p>In addition, there is \"deep distribution\". On the front lines of sales, manufacturers don't just offer high commissions. Instead, they send salespeople to mobile phone stores whenever they receive a certain quantity of goods, instead of letting the stores sell themselves, thus more directly controlling the pricing system.</p><p>This sales system, which offline giants such as OPPO, VIVO, Gree, Bull, Haitian, and Yili are well-versed in, is not an easy thing for Xiaomi, which has a strong internet DNA, to master. Therefore, Xiaomi intends to take a different approach in this round of channel reforms.</p><p>First, Xiaomi plans to use \"return on investment\" instead of direct markup as the calculation standard. The specific calculation is to subtract expenses from gross profit and then multiply by turnover to encourage distributors to sell popular products quickly.</p><p>Secondly, Xiaomi records all backlogged inventory in its own accounts to alleviate the cash flow pressure on its distribution channels.</p><p>Third, develop more new stores into large stores and open them in shopping malls. Competing head-to-head with OPPO and VIVO, which are ubiquitous, for store space is definitely not a good strategy. It would be better to put more products in new stores and open them in more spacious shopping malls.</p><p>However, whether distributors 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 building its own channels and sales network, a company can often enjoy twice the result with half the effort with each additional successful product.</p><p>For example,<a href=\"https://laohu8.com/S/600315\">Shanghai Jahwa</a>First came Liushen Floral Water, then Herborist; Bull first came up with power strips, then switches and LED lights; Haitian first came up with soy sauce, then oyster sauce and shrimp paste, and so on. These later successful products all borrowed from and further boosted the company's performance.</p><p>However, to achieve twice the result with half the effort, the prerequisite is that the products and channels must be matched. There are also examples of mismatches, such as Wahaha's failure to sell liquor.</p><p>In the case of Xiaomi, Xiaomi has been shouting the slogan \"XAloT\" for many years, and this expansion continues this strategy. Xiaomi Home's product categories include digital products, home appliances, and travel products. TVs, air conditioners, washing machines, and refrigerators are also the main products promoted by Xiaomi Home.</p><p>At the same time, Xiaomi Home is also a way to showcase Xiaomi's department store ecosystem. The store offers a wide variety of products, from large TVs and air conditioners to small speakers, smart bands, power strips, and more.</p><p>Combined with Xiaomi's location selection in shopping malls across various regions, it can be seen that Xiaomi is striving to create a lifestyle and home furnishing business format with a wealth of SKUs—enabling one-stop shopping in stores, connecting all smart products with the loT platform, and realizing a \"smart home\".</p><p>However, different products need different consumption scenarios. Not all mobile phones, air conditioners, power strips, televisions, and rice cookers are suitable for sale in the same store.</p><p>Taking Bull, which holds more than 60% of the socket market share, as an example, its more than 2,000 distributors cover 230,000 hardware stores, 220,000 general stores, 130,000 supermarkets, 120,000 mobile phone stores, and 20,000 office supply stores. Selling power strips and light bulbs both fit the same consumption scenario: coming home from get off work and suddenly finding that the light bulb at home has exploded and the socket is broken, you go to a small shop at the entrance of the community to buy some for emergencies.</p><p>Therefore, when buying power strips or light bulbs, consumers should not look for the cheapest option, but rather choose the nearest one.</p><p>Xiaomi sells power strips. If its stores are located in medium-to-large shopping malls and don't open until 10 a.m., it doesn't have a strong price advantage. How can it compete with 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 reality, the average order value of Xiaomi Home stores is generally around 700-900 yuan, which still mainly relies on large items such as mobile phones and TVs. Other products such as IoT devices are only sold in small parts, and the synergistic 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 inspecting counties and townships in Henan Province and announced that he would use \"Xiaomi Shops\" to conquer the county and township markets, but Xiaomi Shops ultimately failed.</p><p>In 2020, the person conducting research in rural areas became Xiaomi President Lu Weibing, but Xiaomi's county and township policies remained unchanged.</p><p>In any case, Xiaomi has finally made up its mind to restart its path of catching up on offline channels.</p><p>Opening stores, sending employees, and attracting distributors—Lei Jun's approach is increasingly similar to the path taken by his old rival, Dong Mingzhu.</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":3136,"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":[],"title":"","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":3275,"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":[],"title":"","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":"sh","language":"zh","title":"Xiaomi 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 recently.</p><p>The trade sanctions imposed on Huawei interrupted the upward momentum of Huawei mobile phones. Coupled with the wave of upgrades from 4G to 5G, Xiaomi, which was originally \"born from cost-effectiveness but trapped by cost-effectiveness,\" has once again gained new room for product breakthroughs and a window of opportunity to transform itself.</p><p>On the product side, Xiaomi launched four high-end, high-priced models in one go: the 10S, 11Pro, 11Ultra, and MIXFOLD, striving to change its past approach of focusing on basic models and cost-effectiveness. Founder Lei Jun has finally made up his mind to build cars, claiming that he will \"bet all his achievements and reputation\".</p><p>On the sales side, Xiaomi has also made drastic changes to its offline sales channels.</p><p>Last November, Lu Weibing, President of China, said at the Redmi Note 9 launch event that by 2021, every county town will have a Xiaomi Home, selling not only mobile phones, but also a bunch of home appliances and daily necessities. Subsequently, Xiaomi raised approximately $4 billion through placement and bond issuance, embarking on a rapid expansion of its stores.</p><p>Last December, the 1,000th Xiaomi Home opened. Just one month later, 1,000 Xiaomi Homes opened simultaneously on the same day, entering county-level markets in Henan and Jiangsu provinces.</p><p>In April of this year, the 5,000th Xiaomi Home store opened in Shenyang.</p><p>This expansion strategy of rapidly expanding into lower-tier cities 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 problems did Xiaomi's offline channels have in the past?</p><p>02. What new strategies does Xiaomi have for this offline campaign?</p><p>03. What problems might be encountered when 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>The dazzling array of products can be divided into two main camps based on homogeneity and differences:</p><p>One type is highly homogeneous, such as dumplings, noodles, bed sheets, air conditioners, and refrigerators.</p><p>One category is highly diverse, such as fashion clothing, mobile phones, cameras, and televisions.</p><p>Products with strong homogeneity typically profit from their population base and competitive landscape; For highly differentiated products, you need to use your excellent product strength to make money from a specific target audience.</p><p>Xiaomi started by selling mobile phones, and later also sold air conditioners, power strips, rice cookers, and other products, spanning two major categories. Of the 245.9 billion yuan in revenue last year, mobile phones contributed 152.2 billion yuan, and various home appliances contributed 67.4 billion yuan.</p><p>However, in the process of competing with rivals in multiple vertical product categories, the flywheel effect and sales channels have been wavering.</p><p>Let's take mobile phones, the main source of revenue, as an example. The rapidly evolving functions and the supporting services required for replacing mobile phones mean that more than 70% of mobile phones in China are still sold through offline stores, rather than through large-scale online shopping platforms that often offer subsidies worth tens of billions of yuan, especially in the vast lower-tier city market.</p><p>For example, OPPO and VIVO, which always open stores together, each had more than 200,000 stores as of the first three quarters of 2020, accounting for about 20% of the Android phone market share in third-tier and lower-tier cities, together occupying nearly half of the market.</p><p>For example, Huawei once sold two units in the domestic market in 2020.<a href=\"https://laohu8.com/S/5RE.SI\">smart</a>One of the mobile phones is from Huawei. The foundation supporting this sales volume is tens of thousands of sales outlets.</p><p>Obviously, compared to the number of stores of OPPO, VIVO, and Huawei, Xiaomi's 5,000 stores are somewhat insignificant.</p><p>Large sales outlets require an equally large network of dealers to support them. In China, only 10% of mobile phones are sold directly by manufacturers, and 90% are sold by distributors.</p><p>Simply put, in the mobile phone market, whoever has more stores and distributors will be able to seize market share more easily.</p><p>This is indeed how the script was written after Huawei phones encountered difficulties.</p><p>From November last year to February this year, OPPO's market share increased by 8%, VIVO's also increased by 4%, while Xiaomi's only increased by 2.4%.</p><p>So the question arises: Why does Xiaomi's number of distributors and stores lag behind its competitors?</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 people to help you sell your goods, you have to make money from them.</p><p>Before rebuilding its offline channels at the end of 2020, Xiaomi established a store system aimed at covering different market levels, consisting of four types of stores:</p><p>First, there is Xiaomi Home, which is self-built and self-operated. Initially, it was only available in first- and second-tier cities. Franchising was opened in 2016, but franchisees only operate stores, and Xiaomi products are still sold by Xiaomi.</p><p>Secondly, there are Xiaomi exclusive stores and direct supply points, invested in and operated by franchisees.</p><p>Third, there are Xiaomi authorized experience stores, invested in and operated by franchisees, mainly located in county-level markets.</p><p>Fourth, hypermarket channels, such as Suning and Gome.</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>But no matter how complex the sales system is, it cannot avoid the simplest question: how to make distributors make money? This is precisely Xiaomi's weakness.</p><p>In an ordinary mobile phone store, when OPPO, VIVO, Huawei, and Xiaomi are competing, Xiaomi is usually at a disadvantage. This has nothing to do with product quality, but rather with channel profit margins.</p><p>Xiaomi started with its own platform and direct selling, setting a maximum profit margin for mobile phones of no more than 5% early on. Then, after deducting logistics and rental costs, you can imagine how much room distributors have to make money from the time Xiaomi leaves the factory to the front line of sales.</p><p>In contrast, OPPO and VIVO not only assign a salesperson to stores that receive a lot of goods without the store owner having to pay out of pocket, but also advertise and change their storefront for free.</p><p>The approach taken by OPPO and VIVO is called a \"production and sales consortium,\" which is what Duan Yongping is managing.<a href=\"https://laohu8.com/S/002251\">step by step</a>At that time, they learned from Wahaha and established cross-shareholding relationships with channel partners across the country, coupled with high rebates. For example, OPPO and VIVO now give their channels about 25% markup, which is much higher than Xiaomi.</p><p>In addition, there is \"deep distribution\". On the front lines of sales, manufacturers don't just offer high commissions. Instead, they send salespeople to mobile phone stores whenever they receive a certain quantity of goods, instead of letting the stores sell themselves, thus more directly controlling the pricing system.</p><p>This sales system, which offline giants such as OPPO, VIVO, Gree, Bull, Haitian, and Yili are well-versed in, is not an easy thing for Xiaomi, which has a strong internet DNA, to master. Therefore, Xiaomi intends to take a different approach in this round of channel reforms.</p><p>First, Xiaomi plans to use \"return on investment\" instead of direct markup as the calculation standard. The specific calculation is to subtract expenses from gross profit and then multiply by turnover to encourage distributors to sell popular products quickly.</p><p>Secondly, Xiaomi records all backlogged inventory in its own accounts to alleviate the cash flow pressure on its distribution channels.</p><p>Third, develop more new stores into large stores and open them in shopping malls. Competing head-to-head with OPPO and VIVO, which are ubiquitous, for store space is definitely not a good strategy. It would be better to put more products in new stores and open them in more spacious shopping malls.</p><p>However, whether distributors 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 building its own channels and sales network, a company can often enjoy twice the result with half the effort with each additional successful product.</p><p>For example,<a href=\"https://laohu8.com/S/600315\">Shanghai Jahwa</a>First came Liushen Floral Water, then Herborist; Bull first came up with power strips, then switches and LED lights; Haitian first came up with soy sauce, then oyster sauce and shrimp paste, and so on. These later successful products all borrowed from and further boosted the company's performance.</p><p>However, to achieve twice the result with half the effort, the prerequisite is that the products and channels must be matched. There are also examples of mismatches, such as Wahaha's failure to sell liquor.</p><p>In the case of Xiaomi, Xiaomi has been shouting the slogan \"XAloT\" for many years, and this expansion continues this strategy. Xiaomi Home's product categories include digital products, home appliances, and travel products. TVs, air conditioners, washing machines, and refrigerators are also the main products promoted by Xiaomi Home.</p><p>At the same time, Xiaomi Home is also a way to showcase Xiaomi's department store ecosystem. The store offers a wide variety of products, from large TVs and air conditioners to small speakers, smart bands, power strips, and more.</p><p>Combined with Xiaomi's location selection in shopping malls across various regions, it can be seen that Xiaomi is striving to create a lifestyle and home furnishing business format with a wealth of SKUs—enabling one-stop shopping in stores, connecting all smart products with the loT platform, and realizing a \"smart home\".</p><p>However, different products need different consumption scenarios. Not all mobile phones, air conditioners, power strips, televisions, and rice cookers are suitable for sale in the same store.</p><p>Taking Bull, which holds more than 60% of the socket market share, as an example, its more than 2,000 distributors cover 230,000 hardware stores, 220,000 general stores, 130,000 supermarkets, 120,000 mobile phone stores, and 20,000 office supply stores. Selling power strips and light bulbs both fit the same consumption scenario: coming home from get off work and suddenly finding that the light bulb at home has exploded and the socket is broken, you go to a small shop at the entrance of the community to buy some for emergencies.</p><p>Therefore, when buying power strips or light bulbs, consumers should not look for the cheapest option, but rather choose the nearest one.</p><p>Xiaomi sells power strips. If its stores are located in medium-to-large shopping malls and don't open until 10 a.m., it doesn't have a strong price advantage. How can it compete with 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 reality, the average order value of Xiaomi Home stores is generally around 700-900 yuan, which still mainly relies on large items such as mobile phones and TVs. Other products such as IoT devices are only sold in small parts, and the synergistic 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 inspecting counties and townships in Henan Province and announced that he would use \"Xiaomi Shops\" to conquer the county and township markets, but Xiaomi Shops ultimately failed.</p><p>In 2020, the person conducting research in rural areas became Xiaomi President Lu Weibing, but Xiaomi's county and township policies remained unchanged.</p><p>In any case, Xiaomi has finally made up its mind to restart its path of catching up on offline channels.</p><p>Opening stores, sending employees, and attracting distributors—Lei Jun's approach is increasingly similar to the path taken by his old rival, Dong Mingzhu.</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>Xiaomi 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\">\nXiaomi 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 recently.</p><p>The trade sanctions imposed on Huawei interrupted the upward momentum of Huawei mobile phones. Coupled with the wave of upgrades from 4G to 5G, Xiaomi, which was originally \"born from cost-effectiveness but trapped by cost-effectiveness,\" has once again gained new room for product breakthroughs and a window of opportunity to transform itself.</p><p>On the product side, Xiaomi launched four high-end, high-priced models in one go: the 10S, 11Pro, 11Ultra, and MIXFOLD, striving to change its past approach of focusing on basic models and cost-effectiveness. Founder Lei Jun has finally made up his mind to build cars, claiming that he will \"bet all his achievements and reputation\".</p><p>On the sales side, Xiaomi has also made drastic changes to its offline sales channels.</p><p>Last November, Lu Weibing, President of China, said at the Redmi Note 9 launch event that by 2021, every county town will have a Xiaomi Home, selling not only mobile phones, but also a bunch of home appliances and daily necessities. Subsequently, Xiaomi raised approximately $4 billion through placement and bond issuance, embarking on a rapid expansion of its stores.</p><p>Last December, the 1,000th Xiaomi Home opened. Just one month later, 1,000 Xiaomi Homes opened simultaneously on the same day, entering county-level markets in Henan and Jiangsu provinces.</p><p>In April of this year, the 5,000th Xiaomi Home store opened in Shenyang.</p><p>This expansion strategy of rapidly expanding into lower-tier cities 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 problems did Xiaomi's offline channels have in the past?</p><p>02. What new strategies does Xiaomi have for this offline campaign?</p><p>03. What problems might be encountered when 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>The dazzling array of products can be divided into two main camps based on homogeneity and differences:</p><p>One type is highly homogeneous, such as dumplings, noodles, bed sheets, air conditioners, and refrigerators.</p><p>One category is highly diverse, such as fashion clothing, mobile phones, cameras, and televisions.</p><p>Products with strong homogeneity typically profit from their population base and competitive landscape; For highly differentiated products, you need to use your excellent product strength to make money from a specific target audience.</p><p>Xiaomi started by selling mobile phones, and later also sold air conditioners, power strips, rice cookers, and other products, spanning two major categories. Of the 245.9 billion yuan in revenue last year, mobile phones contributed 152.2 billion yuan, and various home appliances contributed 67.4 billion yuan.</p><p>However, in the process of competing with rivals in multiple vertical product categories, the flywheel effect and sales channels have been wavering.</p><p>Let's take mobile phones, the main source of revenue, as an example. The rapidly evolving functions and the supporting services required for replacing mobile phones mean that more than 70% of mobile phones in China are still sold through offline stores, rather than through large-scale online shopping platforms that often offer subsidies worth tens of billions of yuan, especially in the vast lower-tier city market.</p><p>For example, OPPO and VIVO, which always open stores together, each had more than 200,000 stores as of the first three quarters of 2020, accounting for about 20% of the Android phone market share in third-tier and lower-tier cities, together occupying nearly half of the market.</p><p>For example, Huawei once sold two units in the domestic market in 2020.<a href=\"https://laohu8.com/S/5RE.SI\">smart</a>One of the mobile phones is from Huawei. The foundation supporting this sales volume is tens of thousands of sales outlets.</p><p>Obviously, compared to the number of stores of OPPO, VIVO, and Huawei, Xiaomi's 5,000 stores are somewhat insignificant.</p><p>Large sales outlets require an equally large network of dealers to support them. In China, only 10% of mobile phones are sold directly by manufacturers, and 90% are sold by distributors.</p><p>Simply put, in the mobile phone market, whoever has more stores and distributors will be able to seize market share more easily.</p><p>This is indeed how the script was written after Huawei phones encountered difficulties.</p><p>From November last year to February this year, OPPO's market share increased by 8%, VIVO's also increased by 4%, while Xiaomi's only increased by 2.4%.</p><p>So the question arises: Why does Xiaomi's number of distributors and stores lag behind its competitors?</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 people to help you sell your goods, you have to make money from them.</p><p>Before rebuilding its offline channels at the end of 2020, Xiaomi established a store system aimed at covering different market levels, consisting of four types of stores:</p><p>First, there is Xiaomi Home, which is self-built and self-operated. Initially, it was only available in first- and second-tier cities. Franchising was opened in 2016, but franchisees only operate stores, and Xiaomi products are still sold by Xiaomi.</p><p>Secondly, there are Xiaomi exclusive stores and direct supply points, invested in and operated by franchisees.</p><p>Third, there are Xiaomi authorized experience stores, invested in and operated by franchisees, mainly located in county-level markets.</p><p>Fourth, hypermarket channels, such as Suning and Gome.</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>But no matter how complex the sales system is, it cannot avoid the simplest question: how to make distributors make money? This is precisely Xiaomi's weakness.</p><p>In an ordinary mobile phone store, when OPPO, VIVO, Huawei, and Xiaomi are competing, Xiaomi is usually at a disadvantage. This has nothing to do with product quality, but rather with channel profit margins.</p><p>Xiaomi started with its own platform and direct selling, setting a maximum profit margin for mobile phones of no more than 5% early on. Then, after deducting logistics and rental costs, you can imagine how much room distributors have to make money from the time Xiaomi leaves the factory to the front line of sales.</p><p>In contrast, OPPO and VIVO not only assign a salesperson to stores that receive a lot of goods without the store owner having to pay out of pocket, but also advertise and change their storefront for free.</p><p>The approach taken by OPPO and VIVO is called a \"production and sales consortium,\" which is what Duan Yongping is managing.<a href=\"https://laohu8.com/S/002251\">step by step</a>At that time, they learned from Wahaha and established cross-shareholding relationships with channel partners across the country, coupled with high rebates. For example, OPPO and VIVO now give their channels about 25% markup, which is much higher than Xiaomi.</p><p>In addition, there is \"deep distribution\". On the front lines of sales, manufacturers don't just offer high commissions. Instead, they send salespeople to mobile phone stores whenever they receive a certain quantity of goods, instead of letting the stores sell themselves, thus more directly controlling the pricing system.</p><p>This sales system, which offline giants such as OPPO, VIVO, Gree, Bull, Haitian, and Yili are well-versed in, is not an easy thing for Xiaomi, which has a strong internet DNA, to master. Therefore, Xiaomi intends to take a different approach in this round of channel reforms.</p><p>First, Xiaomi plans to use \"return on investment\" instead of direct markup as the calculation standard. The specific calculation is to subtract expenses from gross profit and then multiply by turnover to encourage distributors to sell popular products quickly.</p><p>Secondly, Xiaomi records all backlogged inventory in its own accounts to alleviate the cash flow pressure on its distribution channels.</p><p>Third, develop more new stores into large stores and open them in shopping malls. Competing head-to-head with OPPO and VIVO, which are ubiquitous, for store space is definitely not a good strategy. It would be better to put more products in new stores and open them in more spacious shopping malls.</p><p>However, whether distributors 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 building its own channels and sales network, a company can often enjoy twice the result with half the effort with each additional successful product.</p><p>For example,<a href=\"https://laohu8.com/S/600315\">Shanghai Jahwa</a>First came Liushen Floral Water, then Herborist; Bull first came up with power strips, then switches and LED lights; Haitian first came up with soy sauce, then oyster sauce and shrimp paste, and so on. These later successful products all borrowed from and further boosted the company's performance.</p><p>However, to achieve twice the result with half the effort, the prerequisite is that the products and channels must be matched. There are also examples of mismatches, such as Wahaha's failure to sell liquor.</p><p>In the case of Xiaomi, Xiaomi has been shouting the slogan \"XAloT\" for many years, and this expansion continues this strategy. Xiaomi Home's product categories include digital products, home appliances, and travel products. TVs, air conditioners, washing machines, and refrigerators are also the main products promoted by Xiaomi Home.</p><p>At the same time, Xiaomi Home is also a way to showcase Xiaomi's department store ecosystem. The store offers a wide variety of products, from large TVs and air conditioners to small speakers, smart bands, power strips, and more.</p><p>Combined with Xiaomi's location selection in shopping malls across various regions, it can be seen that Xiaomi is striving to create a lifestyle and home furnishing business format with a wealth of SKUs—enabling one-stop shopping in stores, connecting all smart products with the loT platform, and realizing a \"smart home\".</p><p>However, different products need different consumption scenarios. Not all mobile phones, air conditioners, power strips, televisions, and rice cookers are suitable for sale in the same store.</p><p>Taking Bull, which holds more than 60% of the socket market share, as an example, its more than 2,000 distributors cover 230,000 hardware stores, 220,000 general stores, 130,000 supermarkets, 120,000 mobile phone stores, and 20,000 office supply stores. Selling power strips and light bulbs both fit the same consumption scenario: coming home from get off work and suddenly finding that the light bulb at home has exploded and the socket is broken, you go to a small shop at the entrance of the community to buy some for emergencies.</p><p>Therefore, when buying power strips or light bulbs, consumers should not look for the cheapest option, but rather choose the nearest one.</p><p>Xiaomi sells power strips. If its stores are located in medium-to-large shopping malls and don't open until 10 a.m., it doesn't have a strong price advantage. How can it compete with 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 reality, the average order value of Xiaomi Home stores is generally around 700-900 yuan, which still mainly relies on large items such as mobile phones and TVs. Other products such as IoT devices are only sold in small parts, and the synergistic 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 inspecting counties and townships in Henan Province and announced that he would use \"Xiaomi Shops\" to conquer the county and township markets, but Xiaomi Shops ultimately failed.</p><p>In 2020, the person conducting research in rural areas became Xiaomi President Lu Weibing, but Xiaomi's county and township policies remained unchanged.</p><p>In any case, Xiaomi has finally made up its mind to restart its path of catching up on offline channels.</p><p>Opening stores, sending employees, and attracting distributors—Lei Jun's approach is increasingly similar to the path taken by his old rival, Dong Mingzhu.</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":3136,"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":[],"title":"","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":3275,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0}],"lives":[]}
