2 thoughts on “Who can help analyze the status and pain points of the mother and baby industry?”
Josefina
Maternal and infant shops cannot only consider how to buy, sell goods, simply managers, do some display, and increase some promotional efforts as in the past. In the context of consumers return to the home, now we need to focus on core users and truly understand users. The maternal and infant team can help you combine the current pain points to create a set of marketing plans on the entire network.
1. The mother -to -child retail industry has entered a new stage of development, and the competition method has changed dramatically. In the past competition, it mainly focused on location, commodity categories, marketing methods, etc. The addition of capital now has made many large front -line chains that are not profitable within half a year when they open stores. They will be replaced with time to change the dimension of small and medium -sized stores around. The impact on the original competition pattern is very large. The addition of Internet companies has challenged the integrated integration of offline retail, and also brought challenges to the original competitive environment and competition methods. 2, the competition for the mother and baby retail stores has intensified, and the traditional model is challenged. Maternal and infant shops cannot only consider how to buy, sell goods, simply managers, do some display, and increase some promotional efforts as in the past. In the context of consumers return to the home, now we need to focus on core users and truly understand users. 3. Under the new policy of milk powder, Fast Consumption Dependence will become fatal. In 2008, it was a turning point. The melamine incident caused a fatal blow to the entire domestic milk powder. Consumers’ confidence in domestic brands excessively overdraft, leading to the rise of foreign milk powder. In recent years, the new policy of milk powder can be called another industry earthquake, which directly led to the sharp drop in more than 3,000 brands on the market to 300 brands, leaving about 1/10 brand. Brands that do not meet the prescribed brands will disappear. This is very large for the zero stores in maternal and child retail stores, especially second- and third -tier places, because you have no cards in your hands to play. 4, “New profit category consumer relationship” became the key to store breakout. The new reshuffle brings new opportunities. Maternal and baby stores should actively find new profit categories except milk powder, focus on dealing with users, rebuild the relationship with consumers, and build a new user management system and method. This is what the mother and baby shop should really consider. A pain points in the mother and baby industry Pain point 1: Outstanding service personnel are in short supply, the phenomenon of “flying order” is generally general Pain points 2: different price service standards cannot be clearly distinguished, service quality and process cannot be controlled Pain points 3: The threshold of the industry’s quasi -entry is low, fish dragon mixed pain points 4: the current industry service is older, the waiter’s career is relatively short Pain points 5: Low education level of employees r Pain points 6: Insufficient consumption frequency
Maternal and infant shops cannot only consider how to buy, sell goods, simply managers, do some display, and increase some promotional efforts as in the past. In the context of consumers return to the home, now we need to focus on core users and truly understand users. The maternal and infant team can help you combine the current pain points to create a set of marketing plans on the entire network.
1. The mother -to -child retail industry has entered a new stage of development, and the competition method has changed dramatically. In the past competition, it mainly focused on location, commodity categories, marketing methods, etc. The addition of capital now has made many large front -line chains that are not profitable within half a year when they open stores. They will be replaced with time to change the dimension of small and medium -sized stores around. The impact on the original competition pattern is very large. The addition of Internet companies has challenged the integrated integration of offline retail, and also brought challenges to the original competitive environment and competition methods.
2, the competition for the mother and baby retail stores has intensified, and the traditional model is challenged. Maternal and infant shops cannot only consider how to buy, sell goods, simply managers, do some display, and increase some promotional efforts as in the past. In the context of consumers return to the home, now we need to focus on core users and truly understand users.
3. Under the new policy of milk powder, Fast Consumption Dependence will become fatal. In 2008, it was a turning point. The melamine incident caused a fatal blow to the entire domestic milk powder. Consumers’ confidence in domestic brands excessively overdraft, leading to the rise of foreign milk powder. In recent years, the new policy of milk powder can be called another industry earthquake, which directly led to the sharp drop in more than 3,000 brands on the market to 300 brands, leaving about 1/10 brand. Brands that do not meet the prescribed brands will disappear. This is very large for the zero stores in maternal and child retail stores, especially second- and third -tier places, because you have no cards in your hands to play.
4, “New profit category consumer relationship” became the key to store breakout. The new reshuffle brings new opportunities. Maternal and baby stores should actively find new profit categories except milk powder, focus on dealing with users, rebuild the relationship with consumers, and build a new user management system and method. This is what the mother and baby shop should really consider.
A pain points in the mother and baby industry
Pain point 1: Outstanding service personnel are in short supply, the phenomenon of “flying order” is generally general
Pain points 2: different price service standards cannot be clearly distinguished, service quality and process cannot be controlled
Pain points 3: The threshold of the industry’s quasi -entry is low, fish dragon mixed
pain points 4: the current industry service is older, the waiter’s career is relatively short
Pain points 5: Low education level of employees r
Pain points 6: Insufficient consumption frequency