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A Zhou Black Duck Member Card, the cost of 600 million yuan in opportunity

This article mainly analyzes the member points mode currently adopted by Zhou Heiya and compares other examples. At present, Zhou Heiya Enterprise still adopts traditional points models in the marketing model, but is this really suitable for the development of the current enterprise?

I went to the mall near my home on Sunday, and bought a box of duck necks at a weekly black duck shop by the way. After buying, the clerk asked me, do you want to apply for a member card? Free!

I asked the clerk, what are the benefits of applying for a member card? She told me: Can you spend points?

I continue to ask, what is the use of points? There are activities in points … The clerk himself seems difficult to answer clearly

After I went back, I checked the data of the black duck:


According to its 2017 annual report, annual sales are about 3 billion, and the number of stores is about 1,000.

A duck neck category alone can achieve this volume. The scale is not small.

But I am more curious as a well -known retail company, and its membership marketing system is still in the Xiaomi+rifle -type play 20 years ago.

It can be clear that the membership card points are just as the commodity economy has just developed, the initial stage of the consumption explosion, and the general membership system of the retail industry. Because all kinds of new shoe and clothing and electrical products themselves are popular, let alone give consumers a little bit of interest, consumers are grateful.

But in this environment of excess consumption, why are large companies such as Zhou Heiya still adopting membership points?

Obviously, most companies have the inertia of thinking like people. The practice of seeing the membership system of others is membership card points. The reasons behind them are generally adopted.

This is the same as a hot post with a view of 3 million views discussed above. “Is Chinese -style confinement scientific”?

There are a large number of people in China (including a large number of high -knowledge white -collar workers around them), living in a modern city equipped with a clean hydropower system, and is still discussing the question of whether confinement can take a bath?

Just because it is a traditional habit, not to delve into the sharp changes in the living environment behind the human life.

Looking at Zhou Heiya again, checking its annual report, and found that its growth rate dropped from 48%to 15%4 years ago, the lowest level in four years, indicating that it has ended the period of high -speed growth and entered a period of membership cultivation of members who need to be deeply cultivated.


But at present, Zhou Heiya’s rough membership model obviously lost a huge opportunity cost.

We can do a calculation. According to the public data of Zhou Heiya, its unit price is 60 yuan, and the user’s annual purchase frequency is 5 times. Then the number of users can be calculated:

The number of Zhou Hei duck users = sales of 3 billion ÷ (annual purchase frequency 5 times × customer unit price 60) = 10 million people

I turned back and checked the latest news released by the Black Duck WeChat account. Its fans have exceeded 10 million, indicating that the conservative estimation of its total user volume is almost the same number.

Let’s push another step, assume that the active user is: 5 times the annual purchase frequency, there is a certain brand loyalty, and it has the potential to improve the repurchase rate.

If this user accounts for 20%, then the active members are 20 million. If we have doubled their repurchase rates through effective membership transformation incentives to 10 times, how much can the turnover increase? the answer is:

2 million × customer unit price 60 × 5 = 600 million

In other words, in the huge user volume of Zhou Heiya, only the repurchase rate of 20%of users needs to be increased to bring 600 million sales.

So how can we effectively transform members and increase the repurchase rate?

The ideal model is to design a conversion system that gets a balance between consumers and merchants, that is, it makes consumers look very cost -effective and take advantage of it, and the merchants do not really make much benefit. Instead, they earn more.

This seems to be an impossible paradox, but in recent years, combined with the behavioral economics of psychology and economics. Due to the study of the blind spots of ordinary people’s cognition, there are a lot of irrational decision -making behavior, and declare Significant, the impact on economic life is getting far -reaching.

Among them, the 2017 Nobel Prize winner of the Nobel Prize in Economics, Richard Thaler, a behavioral economist, proposed a psychological concept, sinking the cost misunderstanding, that is, people’s behavior is not only stimulated by the interests, but also has been affected The cost of investment, these costs include not only money, but also other factors such as time and energy.

For example: Taylor’s friend opened a ski resort and closed on the verge of closure and asked him for help. Because the ski resort is generally difficult to increase the fare, it is generally difficult to increase the fare compared to the well -known ski residence around, but fortunately there is a distance advantage.

So the question became, how to activate the local people’s purchase rate.

Taylor suggested to launch 10 skiers, including 5 weekend tickets and 5 non -weekend tickets (there is no discount for this package ticket). But if you buy it in the off -season on October 15th each year, you can hit 40 % off.

After the package was launched, it was very popular. One reason was that it was very cost -effective to listen to it. The other reason was that once people bought the package and spent the money, the money became the cost of sinking. Play a few more times by yourself.

A few years later, the package became the main income of the ski resort. However, after three years of statistics analysis, the ski resort found that the package only had 60%of the utilization rate, that is, it was equivalent to selling tickets at a full price of ski resorts, and they received money a few months in advance.

After writing it here, I am also likely to win the trap of the cost of sinking the cost. Just last month, I just held a annual card from the Eastern Overseas Chinese Town, because it sounded very attractive. You can take your family to play unlimited times within a year, but in fact, it may not be able to go 3 times a year.

In the retail industry, Starbucks’s Starbrock Card also uses people’s sinking cost errors very cleverly.

When you and your friends are going to Starbucks to consume, the clerk usually asks you if you need to buy a Star -sharing card, including: 3 to buy one gift, 1 breakfast coupon, and 1 lift coupon.


After buying, your friend can be free of charge. It is very cost -effective. The price is 88 yuan.

For those who often drink Starbucks, it is very cost -effective. The 3 gifts of X30 yuan = 90 yuan, which is more than 88 yuan, earned.

However, after the actual account, the use of Xingxiang Card to share the card without having to enjoy the card, only 13%of the discounts, the discount is not large. But by applying for Starbar Starbucks, he received the money and locks the customer’s four consumption.

In addition, the Xingxiang Card can be bound to the Starbucks member card, and the number of consumption cups generated by the Xingxiang Card will also accumulate into the member card.

So how should Zhou Heiya operate?

Assuming you are a foodie, you usually like to eat 25 yuan and a small box of fresh duck neck. When you come to Zhou Hei Duck Shop to buy a box of duck necks to solve it, the clerk asked if you want to apply for a member card. Zhou Heiya’s traditional membership card points mode, on the right is a card mode, which one do you choose?

This article is originally published by @本 本 本 本 is the product manager. Reproduced without permission

The title map is from Unsplash, based on the CC0 protocol