During the 618 period, it increased by 86.5% year-on-year and became the most important player in the sinking market.

　　It’s been a week since June 18, and when the June 18 war resumed, Juhua, which was fully restarted in March this year, became the biggest dark horse that suddenly emerged. The data shows that during the Tmall 618 period, the cost-effective year-on-year transaction growth reached 86.5%, and the year-on-year order growth was 106%.

　　According to Alibaba, poly-cost-effective led to one-third of Tmall 618 transactions. According to the special report released by the authoritative Internet information service provider Analysys International on June 20th, Tmall’s market share during the promotion period was more than twice that of JD.COM and Pinduoduo combined, and one company accounted for nearly two-thirds of the total market share.

　　Source: Analysys

　　The above picture shows the GMV comparison among different platforms very intuitively. The GMV of Taobao Tmall is 100, while that of JD.COM and Pinduoduo is 32.7 and 9.9 respectively. Poly-cost-effective leads to one-third of the transactions, which means that its index of leading transactions reaches 33, which is higher than that of JD.COM and Pinduoduo. More directly, a single gathering is cost-effective, and the turnover during Tmall 618 exceeded three Pinduoduo. In this year’s 618 War, the pattern of the sinking market has been rewritten. As an amoy department, Juhua rushed into the sinking market and gained a lot of advantages in the sinking market.

　　On June 25th, Alibaba "officially announced" the overall growth of Tmall 618. Jiang Fan, president of Tmall, revealed at the launch conference of Tmall flagship store version 2.0 that the physical GMV of Tmall 618 increased by 38.5% year-on-year, and the DAU (daily active user) of mobile phone Taobao also increased by 29% year-on-year during Tmall 618.

　　Caption: Jiang Fan, president of Tmall, was at the launch of version 2.0 of Tmall flagship store.

　　JD.COM did not disclose GMV figures, but the so-called "order amount". According to the figures published by JD.COM, the year-on-year growth of the order amount is only 26.5%, which is 12 percentage points lower than that of Tmall. As the largest e-commerce platform in the whole network, the growth rate of Tmall is also significantly ahead of competitors such as JD.COM. The ultra-high-speed growth of poly-cost-effective has further consolidated the dominant position of Amoy in the whole market.

　　The cost-effective "revival" has also injected important traffic growth into mobile phone Taobao. The year-on-year growth rate of DAU of Hand Amoy is 29%, which is the highest since 2017. It also shows that it is cost-effective to tap the incremental population mainly based on the following heavy market users. Data from traffic monitoring third-party organizations such as Aurora Big Data and Questmobile all show that during the period of 618, the number of DAU (Daily Active Users) of mobile phone Taobao was in an absolute leading position, far exceeding other competitors.

　　Win the sinking market

　　A prominent feature of 618 this year is that "sinking market" has become a battleground for military strategists. In March this year, the comprehensive and cost-effective restart profoundly changed the war situation of 618 this year. Jiang Fan revealed a figure that 49% of Tmall 618′ s purchase users came from the 4 th, 5 th and 6 th tier cities.

　　The research of Aurora Big Data shows that although the penetration rate of mobile phone Taobao in third-tier and below cities is slightly lower than that in first-and second-tier cities, it is still as high as 54.8%, which is significantly higher than that in Pinduoduo (39.5%) and JD.COM (22.3%). It is the only mainstream e-commerce software with a penetration rate of over 50% in third-tier and below cities. The DAU index of Taobao’s sinking market in the third line and below is more than twice that of Pinduoduo.

　　In fact, before the start of Tmall 618, Alibaba began to deploy troops to strengthen the cost-effectiveness. Although Juhua was once an independent business unit of Amoy Department, it was merged into Tmall at the end of 2016. At the beginning of this year, Juhua became independent from Tmall and became a unified marketing platform for Taobao and Tmall, namely the marketing platform business unit. It is also known as Daju Cost-effective business unit.

　　The new big gathering cost-effective covers the core marketing tools of Taobao, such as gathering cost-effective, rushing to buy, selling every day, etc. These business lines occupy almost half of the "half of the country" in the new edition of the hand-scouring six squares.

　　Amoy is one of the most important goals of this year’s 618 strategy, which is to maximize the enthusiasm of users in the sinking market. Alibaba’s "618" this year is "the biggest investment in history" comparable to double 11’s, and the breakthrough has chosen to gather cost-effectiveness. The biggest game of "Ten Million Explosive Groups" is to maximize the marketing explosive power of the poly-cost-effective sale model.

　　According to Alibaba, during Tmall 618, there were more than 180 million transactions and explosions, more than 4,700 million transactions and more than 4,200 items with sales exceeding 10,000 pieces, making it easy to achieve the small goal of "10 million explosion groups and 100 million explosion groups every day". The "Ten Million Explosive Groups" directly promoted the high growth of poly-cost-effective transaction volume. During the period of 618, the growth rate of poly-cost-effective transaction volume reached 89% year-on-year, and the number of users and purchases in third-and fifth-tier cities both increased by more than 100% year-on-year.

　　Jiang Fan said at yesterday’s press conference: "The reason why Juhua can make such progress in just a few months is because it has returned to the original intention of ten years ago, that is, helping consumers find the best-priced goods in the whole network and helping businesses get customers with the most efficient marketing."

　　The best tool for brand customers.

　　Poly cost-effective comprehensive restart, and further become the brand’s best customer acquisition tool. Before Tmall 618, Juhua clearly put forward the goal of "bringing 300 million new customers to the brand", which was finally successfully achieved.

　　This year, 128 brands of Tmall 618 were among the "Billion Club". More than 100 brands such as CPB, L ‘Oré al, Watsons, Dr. Chengye, Telunsu and Peak surpassed double 11 last year, and the sales performance of some brands reached 40 times that of double 11 last year. In this promotion, almost all the brands that became the "Billion Club" participated in the cost-effective activities.

　　As the "biggest investment in history", 618 strives to convey "affordable" mind to consumers. The original price of Dyson hair dryer is nearly 3000 yuan, and 88VIP discount is added to the poly-cost-effective subsidy coupon, and the hand is as low as 1854 yuan. The brand with the original price of 1499 is bigger than an air conditioner, and it will be subsidized after the direct drop, and the hand price is 859 yuan. On June 18 th, Juhua launched the iPhone XR 618 yuan spike, which was less than 10% off the original price, causing the whole network to snap up. The investment of real money has undoubtedly greatly strengthened the influence of poly-cost-effectiveness on the consumer side.

　　Tmall is the brand’s favorite new product release platform. During this year’s Tmall 618, 80% of the core brands released new products on Tmall. With Tmall’s powerful data and operational capabilities, brands can also aggregate consumer information, understand consumer preferences, conduct new product research and development, and create "explosive models".

　　How to make "explosive models" sell better? Tmall has a set of marketing methodology. In Jia Luo’s view, the sale model is a means to help brands reach new customers as quickly as possible. In fact, there is also a very strong demand for branded goods in the sinking market. Brand goods with high cost performance can also "suck powder" quickly once they reach the sinking market. The long-term accumulated ability of Juhua has played a role in this respect. Before Juhua regained its independence from Tmall, it brought considerable business opportunities to the Tmall brand. In 2018, 80% of the brands that participated in Juhua came from new buyers, and the ability of Juhua to "pull new" can be seen. After the further restart, it was cost-effective, and the killer weapon of "Laxin" was used to the extreme. On June 25, the average growth rate of 400 brands participating in the launch of Tmall flagship store was as high as 47% during Tmall 618.

　　Empowering industrial belt to create new supply

　　The data shows that Handamoy has always been the largest shopping APP with the highest penetration rate in China, with more than 700 million consumers on this platform, with rich and diverse needs. How to meet their more and more diverse preferences, Amoy needs to work hard on the supply side.

　　The breakthrough of Tao department selection is still a good deal. In addition to bringing new customers to traditional head brands, Juhua has set its sights on small and medium-sized businesses on the platform. Through their digital transformation, they can provide more high-quality and affordable products, which can meet the diverse needs of consumers and create more business growth for middle-aged businesses.

　　Poly-cost-effective phase of the industry with businesses. In this year’s Tmall 618, a large number of small and medium-sized brands have entered people’s sight through Taobao, such as Yage electric mosquito swatter, Miaoyou children’s socks, Yi Enbei wet wipes, plant protection paper products, Fupai electric toothbrush, and Caramella socks. Although they don’t have the star aura of international brands, they are favored by consumers with high quality and low price. The reason behind it is also very simple. They have entered a cost-effective industrial belt support plan.

　　As a big manufacturing country, China manufacturers have strong production capacity, forming various types of industrial belts such as digital accessories, electric toothbrushes, socks and paper towels. Many industrial belt manufacturers have long been OEM for well-known brands, but they lack their own brands. The daily sale of Juhua’s products fills the shortcomings of industrial belt merchants in operation, technology and brand ability, which can not only help them upgrade their products by digital means, but also solve the sales channels of their goods.

　　On the other hand, when these industries bring merchants to the front desk, many categories of consumption upgrades have successfully reached the sinking market for the first time. For example, the electric toothbrush, a typical "consumption upgrade" commodity, was sold in the sinking market during Tmall 618. Fupai, an electric toothbrush brand in Taizhou, Zhejiang Province, sold 14,051 pieces in one minute after the opening of 618, and sold 400,000 pieces in 16 hours. Juhua cost-effectively pushed the industrial belt merchants and successfully awakened the upgrading needs of consumers in the sinking market. The industrial belt merchants also successfully won 466 million orders during the period of 618.

　　Observing this year’s 618, the strong rise of poly-cost-effective is the most noteworthy phenomenon. To some extent, the battle of sinking market has been rewritten. Juhua Cost-effective, by its own efforts, has driven more transactions than the whole platform in JD.COM and Pinduoduo, which means that it has become the natural choice for users in the sinking market.

　　For consumers, the "cost-effective" mentality has been established, and strong consumer insight and price competitiveness have greatly enhanced the user stickiness of the cost-effective platform. On the other hand, poly-cost-effectiveness has also become the integration of "Alibaba’s commercial operating system", which can effectively empower different types of businesses. The top brands can get more new customers through poly-cost-effectiveness, and the middle-waist businesses can also realize their own product evolution and brand upgrade through poly-cost-effectiveness.

　　The key for Amoy Department to maintain its own competitiveness lies in creating new supply for consumers so as to meet their new demands. And poly-cost-effectiveness is the key link, and it has withstood the test in the 618 War.