Vivo Global Mall-Exploration of Marketing Price Monitoring Solution

1. Background

There is a certain probability that the following two problems will occur in the daily operation of the official website mall:

1) The discount information is not aligned

There are more and more types of promotional offers on the official website. The discounts that can affect the actual price paid by the end user include snap-up purchases, full discounts, coupons, and vouchers. In actual business operations, there are situations where different promotional offers are configured by different operations. If there is no alignment between the operations, discounts that are not set at the same time under normal circumstances will be superimposed and enjoyed by users, and the final actual paid price is lower than the cost. The price is possible.

2) The preferential price is mismatched

In the daily or big promotion discount configuration, there is a certain probability that the discount price will be mismatched (in extreme scenarios, the price of one price is less than 0, which is equivalent to a discount on the original expected discount price). Once the situation occurs, it may cause users to place orders frantically and cause very large losses. This is also what we usually call "wool wool"

(Quoted from British Daily Mail, photography-AIan Price)

In view of the foregoing two situations, we hope to be able to provide certain early warnings for orders placed below the "reserve price threshold" set by the operation, and if necessary, we can block the user's ordering behavior and stop the loss in time. If we can avoid these in advance The behavior is even better.

2. Marketing price capability matrix

To solve the problems encountered in the background, let's first briefly understand the planning and construction of the marketing price capability matrix.

Through " Mall Pricing Center-Calmly Deal with Price Calculation Complex Scenes", " Global Mall Time Machine-Large Promotional Protection ", we understand that the marketing price service of the official website has been unified to the pricing center of the promotion. , Some problems were also found during the construction of the pricing center:

• The business positioning of the pricing center is the calculation of the real-time price of the in the shopping link of the mall 161552137a52cf, and some services that access pricing (such as the product list on the official website) actually do not have such high requirements for the real-time price of the product or offer quasi-real-time discounts. The price is also acceptable in business.
• Students during maintenance operations related benefits or configuration-related coupons, can not easily perceive a commodity at a future time enjoyed a moment of special offers or merchandise lowest price how much can , but also there will be a different operational configuration Due to multiple discounts, the actual selling price was lower than expected.
• Mall selling goods in a certain time period after the effective benefits of no historical record price , for operational review of historical data can not provide material assistance.
• If the follow-up platform promises to insure the price within xx days, there is no way to start, and there is no data for comparison.

Aiming at the current and foreseeable scenarios in the future, break the current limitation of only real-time discounts, and gradually improve the business functions of future discounts , quasi-real-time discounts historical discounts The multi-dimensional construction of product discounts on the official website has formed a business capability matrix preferential prices, which further enhances the business value of the promotion system.

We can describe our marketing price capability matrix plan through the following business architecture diagram:

3. Price monitoring

3.1 Purpose

Combining with the Mall Marketing Price Capability Matrix ", we hope to achieve:

• Improve the accuracy of operation configuration discount activities (pre-event)
• Provide multi-dimensional strategies for operational decision-making (in progress)
• Provide relevant marketing price data for mining (after the fact)

3.2 Scheme

3.2.1 Beforehand

a. Avoid early

• Offer mutually exclusive settings

Whether the default co-inclusive and superimposable discounts provide mutually exclusive configuration with other discounts; this configuration is suitable for operations when configuring marketing discounts to confirm that the current discounts are not shared with other types of discounts.

• Set SKU reserve price threshold

It supports two schemes to set according to the absolute value of the price or the discount ratio. For example, for the SKU with the original price of 1,000 yuan, a base price of 750 yuan can be set according to the absolute value of the price, or a 75% discount can be set as the base price according to the discount ratio. (This operation is very critical and is the major premise of some monitoring methods in the pre-event and in-event plans).

b. Remind in advance

• When setting the discounted price of an event, prompt reminders if the price is lower than the reserve price threshold.

c. Early warning

• Regularly inspect commodities and warn that the preferential price at a future point in time is lower than the threshold.

The inspection workflow for all commodities with a reserve price threshold is as follows:

If a situation below the reserve price threshold is found, the relevant personnel will be notified immediately through internal communication tools for timely processing.

3.2.2 In the event

a. Prompt warning

When the preferential activity takes effect, the first warning is the information below the threshold.

The processing procedure for the timely warning of the effective effect of the preferential treatment is as follows:

If it is found that there is a notification that needs to be alerted, the following notification will be sent to the students related to the operation:

b. Real-time monitoring of ordering behavior

Monitor each SKU's real-time order discount price, and block the ordering behavior according to the strategy or alarm.

The real-time monitoring order processing flow is shown in the following figure:

When the real-time order is processed by the pricing center, if it is found to be below the reserve price threshold, the following warning message will be issued:

In addition, price monitoring also provides a series of blocking order strategies. When the preset conditions are met, the normal ordering process will be directly blocked to reduce unnecessary losses. In addition, due to the serious nature of the behavior of blocking order placement, a global order blocking switch is set up specifically for whether to turn on blocking order placement, and operation is flexibly controlled.

3.2.3 After the fact

a. Historical marketing price analysis

• Query historical discount price trends
• Precipitating historical preferential prices for operational analysis and decision-making

b. Price guarantee xx days

• Promise low price guarantee

c. Lowest price reminder to

• Low price reminder on the hand price of the business detail page
• Low price reminder on settlement page

Four, finally

Through the implementation of the two dimensions in advance and during the foregoing plan, operations can basically receive notification from the system as soon as a problem occurs. In extreme scenarios, meeting preset conditions can directly block users from placing orders and avoid expanding losses. .

In the process of using, we also avoid the "wolf is coming" numbness to the alarm notification. Therefore, to solve this problem, we can perform a closed-loop processing on the alarm information, and each alarm information needs to be processed, even afterwards. , It is necessary to distinguish the cause of the alarm, whether it is due to a system misreport or a problem with the actual discount setting, etc., and gradually get used to keeping attention to and responding to every alarm information in a timely manner, exposing all possible problems in the pre-event stage.

Author: vivo official website mall development team-Wei Fuping