On January 14, Pathfinder announced its strategic investment in Greenfield, indirectly controlling 55.67%, and announced that it will build a one-stop outdoor travel comprehensive service platform based on Greenfield.
On April 18, Greenfield Travel officially launched, positioning itself on the “Global Outdoor Travel Service Platform†to focus on the development of high quality outdoor travel products at home and abroad, and then merged with the original Greenfield community to create an outdoor ecosystem.
Since 2001, when the overall business growth of Pathfinder is still very fast, Sheng Faqiang started thinking about the Internet. After two years of data collection and strategic analysis, he finally decided to invest in Greenfield, implementing multi-brand outdoor products and outdoor products. Active service platform, vertical e-commerce three strategic parallel company development model.
Although many people question whether traditional companies have the ability and talent to deal with the impact of the Internet, Sheng Faqiang believes that as long as there is a clear strategic plan and firm determination to implement, traditional enterprise transformation is not so difficult.
The following is the Pathfinder Chairman Sheng Faqiang dictated:
It is not a very strange thing to foresee the wave of the Internet, and it is not a sudden whim. This is a decision that we have deliberately made after a long period of time. From 2011 to now, this is the result of a continuous strategic analysis because we have to figure out where the users are.
The cross-border and technological means of the Internet era now allow many Internet companies to separate the flow of traditional enterprise traffic. Because its model is relatively new and relatively close to customers, it is easy to divide your existing customers from traffic to other places. Going, this has led to a gradual reduction in the proportion of traditional offline physical stores in the overall sales, and even we think that the Internet will account for about 50% of sales in the future.
In fact, Pathfinder’s business growth was very fast in 2011, but you have to anticipate that the impact and generated commercial value of the Internet in 2011 will become more and more obvious. At the same time, I’m also studying how much depth the Internet can use to change. market.
Now that we have seen this changing trend, we must study: where are the users, what kind of behaviors do they have, what kind of Internet do they use to receive outdoor sports, and how do they contact equipment? It is a question we want to think about.
Of course there are quite a few different voices inside. They said why we should do this? Our performance is still very fast, and we have an increase of 40 to 50 percent, but I think we must anticipate the future. I guide them thinking what happens if you don’t change, and what happens when you change?
When we are on the board of directors, we will first communicate with the management and analyze. First of all, let this group of people understand the intention of this strategy. I think this is very important. Immediately afterwards, regardless of whether the company is writing articles or mobilizing the conference, it is better to let a group of people accept it. The next thing is easier to handle.
At that time, I sent a special article inside the company titled "The Pathfinder's Internet of Thought Thinking". Through this article, I encouraged and triggered a wave of Internet thinking. At the same time, we spent two years studying a series of tourism industries. The data of the outdoor industry did a relatively complete strategic study and analysis.
Our management team is now following up very quickly. They have changed from previously restricting the development of outdoor stores to dealers and now encouraging distributors to open stores. We now have some dealers selling more than one million on the Internet. This kind of data can be clearly displayed. The commercial value of the Internet.
Seizing the user's source of the Internet actually brings more possibilities to the enterprise.
Before we did a lot of attempts: We studied different outdoor themes and opened different outdoor themed shops in the shop, but later found that the practicality was very low; we had done in-depth marketing to subdivide the products, for example, in the scenic area. Open a shop, or open some related outdoor shops, but this cost is very expensive, it is difficult to survive, so we now turn to the Internet, in fact, is to give outdoor supplies a massive display space.
In the past, we displayed an area of, say, 80 to 80 square meters. In such an area, the display of products was very limited. Only a few categories could be displayed, and many displays would appear cluttered. The demand for outdoor supplies was very abundant. . According to our analysis, online consumption accounts for more than 40%, but in traditional stores, this percentage is relatively low, which means that the user’s needs are not fully met. The content is somewhat deviated.
Based on this, we found that in fact we need to have a deeper understanding of the outdoor sports itself. This is the source. Because people want to participate in activities that they want to think about what kind of outdoor products to purchase, it should be such a process.
So we need to get an entry in the big data that users really need.
For us, the user may have been only in a certain part of the entire chain, and we are waiting for the user to appear more often. For example, like traditional outdoor products, in addition to setting up counters or specialty stores in shopping malls, how can we use the Internet to think more closely and more closely to your users? I think the most crucial point is to have a network of things to go Azimuth service users, before we meet the needs of a certain aspect of the user, but now the user as a friend, they are a friend of the relationship, which is a closer relationship.
Before we were thinking about how to do outdoor supplies, but now we are thinking about where the target consumer groups are. This led us to the outdoor sports itself, expanding our strategy from the production and sales of outdoor products to outdoor activities.
With this strategic analysis, we drew up a few goals and selected the most suitable one, Green Outdoor.
Greenfield Outdoor is the earliest outdoor ALICE forum in China. We feel that such an entrance is closely related to outdoor sports. Therefore, we are now focusing on building a service platform like Greenfield. We define it as a global in-depth experience-based outdoor activity platform through which we want to create a full-category service approach.
We hope that for the outdoor crowd, if you want to go out of your way, you first think of Greenfield and build a first Lenovo brand. We subdivide various outdoor sports forms and outdoor sports capabilities into several dimensions: the first is interest and hobbies, the second is who wants to go, and the third is who organizes, through such a full-category segmentation. The division of the market meets the needs of different users. At the same time, we attract a large number of suppliers to provide a wide range of outdoor travel activities for everyone. Through subdivisions, we quickly understand what resources are available, where we can go, and who will organize. The process is complete.
There are three types of future development models for building an outdoor ecosystem:
The first is the multi-brand business of outdoor products, which makes the market of outdoor equipment good;
The second is an outdoor activity service platform based on Greenfield. The future of this platform is the hub of the entire business segment, through which the introduction of this traffic, so that people are interested in outdoor sports, there is a very clear supply of outdoor activities and services, in order to expand the first plate and the third plate;
The third plate is our vertical electricity supplier. We hope to establish an equipment service platform for donkey-wide industry. We will not only find Pathfinder, but also other brands. This is an independent business segment and is still under development.
These three plates are relatively independent. This set of complete and all-round services for user activities, brands, and equipment is actually a promotion for the entire outdoor industry. I think the biggest value is here. At present, we think Pathfinder has the ability to establish such an ecosystem.
Do business now or do ecology. It is very difficult for you to do ecology on a single node unless you can really create barriers, and this number is very limited. Perhaps 90% of the companies or even more companies have no threshold in themselves, especially entrepreneurial companies. You can do better and start your own business.
In the Red Sea market, how can you do better than others? Apart from your intentions and planning, you may also have your path and your ecosystem. If you build your own ecosystem, you can get data in your ecosystem, and you can directly connect with consumers. Your advantage is obvious.
Now it is very important for companies to do research on big data. I think Pathfinder needs data from the development of the data. It needs a source of data. If this source is used, Greenfield is a very good entrance for collecting big data.
We use Greenfield's extensive range of services to present the full range of outdoor trips within the scope of our research. We will target information services so that if you have data sources, instead of blindly producing something, you will eventually become in stock.
The Greenfield itself is a business segment of Pathfinder business change, not that who belongs to whom. We hope to provide outdoor enthusiasts with a friendly, content-rich, safe and fair environment.
"Innovation is not so difficult."
In fact, every time we innovate, we will face many questions.
Like when I was an outdoor product brand, some people said that as a Chinese brand, can we succeed? But we are now the first in the market. While we were doing the channel transformation, there were also a lot of skeptical voices, but the Pathfinder had come and was at the top of the market.
This shows that as long as you are determined to look for it, it is possible to succeed. If you stand still, or if you are vague, you may be in another state.
Our Pathfinder itself is also undergoing some changes. Our company is restructuring the business division and this year has basically taken shape. We transformed the original product R&D center and design center into a business unit, and opened up marketing and design production R&D, such as mountaineering and travel divisions. After defining the division, our products will be more specialized. I think that the future specialized market will replace the general products.
The organizational change is in fact consistent with our strategy. Our strategy is that we have to study the different outdoor travel crowds of the whole category, what activities they participate in, what age, and in what form do they go? This is the first. Second, my products must keep up. For different people's services, how to build one or two products, I should let you have a professional experience, professional configuration.
After a strategy is formulated, the first step is to decide what to do. In the second step, during the implementation process, you shouldn't be too rushed. You must step by step to stabilize. However, first of all, your strategy must be well-defined. If your strategy is not clearly defined, there are many things that you can hardly carry out.
Now that we are determined to be down, we must devote a lot of energy and financial resources to each step and we need to do it step by step. There will certainly be a lot of twists and turns in this, but for the Pathfinder, as long as this area is thoroughly implemented, this will suffice. This is the mission of the Pathfinder in the next 10, 20 and 30 years.
Many people think that traditional companies do not have the ability or talent to do a good job in transforming the Internet. Many critical or questioning voices come from here.
As a listed company, we have a certain foundation in our financial strength. I think that talent is not a problem. The key is whether you, as a founder, can really regard it as a business focus and look at it with a development perspective. As long as you are determined that other things are easy to handle, it is not that hard.
CHENGDU YOUANCHENG COMPANY , https://www.youanchengshoes.com