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Sales of one billion of the home brands did not establish their own consumption data, not to mention operational risks. Consumer data can not be obtained by the brand itself. It needs the brand to participate in the service and export service standards from the user's standpoint, and to move from the past discrete dealer operation to the alliance type of user operation system.

In 2016, Trump, the unspoken American real estate businessman, surprised everyone, and was elected president of the United States. There are many reasons, but there's one reason not to be overlooked: Trump's campaign has made better use of big data.

They modeled a myriad of user roles based on the personalities and emotions of different voter groups, stratified Trump's volatile personality traits and language content across different groups through social media such as Facebook, thus increasing the chances of winning the race by taking better care of the individual needs of the voters than their opponents. A president's election needs data support, and the winning of a brand should have data thinking.

The definition of the word "data" in "data thinking" says: everything can be recorded electronically is called data. There are two key words in this sentence, "electronic" and "record," and the behavior must be online and can be recorded and updated at any time.

Competition in modern enterprises is competition for data. For example, Alibaba became a commercial empire of the wealthy in just over a dozen years because it had a large amount of consumer and user data. Just imagine, if Alibaba has no data, how much is it worth? Because sales have data, businesses can make better sales because of more data.

Real time interaction is the basic requirement of future commodity consumer experience. Businessmen and consumers need to establish pre-sales, in-sales and after-sales user dialogue, what products they need to develop, what needs they have in the process of selling, and what kind of experience they have after buying and selling. All these need to interact with consumers to reduce the blindness of development and sales. Enhance user perception, create C2B sales model, which is completely different from the past home building materials "upload and download" product sales model, requires effective interaction and dialogue between consumers and brands.

The sales channel of the household industry is the agent service mode passed down over the past twenty or thirty years. Brands distribute products to agents, agents sell to consumers, and almost all services are provided by distributors. The advantage of this channel model is that the operation of the brand and agents are relatively simple, the main brand control shipment, agents can do a good job of product service.

However, the relationship between brand merchants, distributors and consumers does not form an interactive closed loop, so that consumer data can not be obtained. At the moment when the competition is full and user experience is emphasized, simple product services can not meet the user needs of consumer upgrade.

In addition, the traditional home channel mode is not beneficial to the three party. No consumer data can provide a better product that is based entirely on user needs. The distributor lacks sufficient service ability, can barely complete the product function service, has no ability to provide the brand value-added service.

For example, a furniture brand, the brand manufacturer closed doors to manufacture furniture products, the agent provides basic delivery and installation services. But for brand encapsulation, brand spirit communication and other value-added services, agents have no ability and willingness to complete, and just after 90, 00 consumer groups attach great importance to these experiences.

More importantly, the traditional channel model is doomed to buy and sell "once in a lifetime", so we can not consider brand stickiness, nor can we establish an open, profitable, long tail product matrix. Generally speaking, the channel is inefficient and does not meet the long-term market competition. Tea eggs are sold at the entrance to the residential area of the grandparents have their own user data, and the household industry is prone to billions of sales brands do not grasp consumer data, this is a business risk can not be ignored.

The competition in the future is the competition of data. Brands without data will gradually lose their competitiveness in the market. No one seems to dispute this point. But how can household brands establish consumer data? Three suggestions are put forward here.

First, brand dealers need to work with distributors to serve consumers.

Brands need to assume the responsibility of serving consumers, because of the service characteristics of the home industry, emphasis on personality and high demand for regional services, so it is not realistic to provide services entirely by the brand, but completely do not assume the responsibility of service will make brand merchants and consumer information split.

Therefore, we can choose to solve the pain point of dealer service, but also reflect the advantages of the scale of brand service, and can enhance the service experience of consumers to participate in part of the service, such as logistics service for certain household products, after-sales consultation.

A dealer doesn't upload data just because your brand needs it. The dealer will only upload data in his interest. If he can help him solve the problem and get the data, that's the best result. That's why many of the big home brands in the past spent a lot of money building IT service systems, but couldn't get consumer data.

Two, establish a unified national commodity sales pricing.

Commodities should have a clear pricing, the same commodity can not be seen from the price, this is how basic business principles, but bias in the home building materials industry did not achieve. Why can't domestic products be priced nationwide? The main reason is that businessmen are "impure motives" and hope to encounter suitable conditions.

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