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[ad_1] 引言： 从良发五金到BIG BATH，作为全马首屈一指的卫浴和厨房用品连锁零售店，这家超过40年历史的品牌，如何经历数码转型？而转型之后，又从中获得什么好处？今天就让Exabytes零售英雄与BIG BATH首席执行长潘芳仪为你叙述BIG BATH数码转型的故事。 Big Bath马来西亚卫浴与厨房用品的领先连锁品牌 BIG BATH的原型是起源于主要经营五金批发的良发五金。2010年，自创始人文鹏冲Shane Mun从英国回来接手后，公司转型为B2C模式，并开设了第一家BIG BATH门店。如今，Big Bath已经在全马拥有10家分店，专注于为客户提供高端的卫浴和厨房用品，并提供专业的售后服务团队，包括安装和维修服务。 先体验后购买 做为Big Bath的首席执行长，潘芳仪指出，”BIG BATH为顾客提供人人都能负担得起的卫浴和厨房用品的价格，并且专注于 为客户提供体验式的展览厅，让顾客能够先体验后购买。这是因为BIG BATH提供的产品使用寿命很长，一次购买可以使用很多年，因此对于顾客来说，购买前的体验更为重要。” 在BIG BATH的展览厅里，客户可以亲身体验产品，感受其品质和实用性。 “自2010年在蒲种公主城开张后，BIG BATH的连锁店在吉隆坡、甲洞、无拉港、沙巴、怡保和柔佛陆续开设。最新的分店位于槟城，是第9家连锁体验店。BIG BATH的目标是成为马来西亚卫浴和厨房用品市场的领导者，专注于为客户提供高质量的产品和专业的服务。” 潘芳仪说，BIG BATH的经营理念是让顾客“先体验，后购买”。它的各个品牌产品，如马桶、水龙头、雨淋沐浴器和洗手盆等，都在陈列时安装了水流设备，以便现场演示和体验。这个特色不仅吸引了顾客的注意力，也成为了顾客购买的重要决策依据。 疫情中采取灵活措施，建立与顾客沟通机制 潘芳仪指出，在疫情席卷全球的当下，各行各业都遭遇了严重的冲击和考验。BIG BATH也不例外，他们在面对疫情的冲击时，BIG BATH曾经面临着巨大的挑战——8家门店、120名员工被迫留在家中，无法进店上班、无法开展业务。 然而他们没有退缩，而是果断采取了行动，利用POS系统上线了会员系统，通过联络号码联系全部的顾客，重新联系并提供reservice。她说，BIG BATH制定了一系列措施，建立了一套完整的与顾客沟通的机制，增加了与顾客的联系，以此提高品牌忠诚度。 “我们加速了转型计划的实施，仅用了短短的3天时间就将电商系统快速上线，并且让确实的数据 而且还加速架设了缺失的数据和系统。” 在此之前，BIG BATH一直都是做门店生意的，很少看数据，也不知道今天有多少人光顾、有多少人购买了商品，生意是否好转等等，没有任何的数据支撑。 “因此，转型计划的加速执行让我们开始了真正的变革。我们建立了自己的网店，O2O系统开始在线上引流，线下成交，建立了会员CRM系统，将所有系统整合在一起。至今，每个部门、每个岗位的流程都有了数据，每家门店的顾客流量、购买人数、未购买人数，广告费用等等都被完整记录下来。” “我们不再像过去那样，凭感觉去做决定，而是通过数据支撑每一个决定。我们更容易吸引到新的人才，比如95后和00后，所以不能用20年前的方式去管理员工，而是要用数据去支撑每一个决策。我们将每个岗位的目标、策略、数据化，让每个人都清楚地知道自己需要实现什么目标。” 她说，在BIG BATH的转型历程中，数据化的思维方式起到了至关重要的作用，它不仅让BIG BATH克服了疫情带来的挑战，而且还让BIG BATH更好地适应了未来的发展趋势。 品质保证顾客至上 “BIG BATH不仅仅是一个卫浴和厨房用品的集团，他们更注重品质的保证和顾客的体验。这也是为什么BIG BATH能够成为马来西亚领先浴室和厨房连锁店专业品牌的原因之一。” 她指出，在品质监控和保证方面，他们获得了最佳认可。除此之外，BIG BATH还提供了一对一的咨询服务、顾客为先的品牌价值、产品价格保障、产品配件多样化和推出会员制等服务，这些措施也为BIG BATH在市场中站稳了脚跟。 潘芳仪补充，BIG BATH是一家注重品质和顾客体验的公司，他们在疫情中采取的行动充分展示了他们的敏锐度和灵活性。而建立一套完整的与顾客沟通的机制，更是BIG BATH在市场中获得成功的重要原因之一。 “通过不断地与顾客沟通，我们可以更好地了解顾客的需求，为顾客提供更好的服务和体验。这也为BIG BATH在市场中赢得了越来越多的口碑和品牌忠诚度，使得顾客需要卫浴产品时，第一个想到的就是BIG BATH。”