The digital payments field is a novelty in this era.
People's unfamiliarity with it stems from a lack of understanding, followed by suspicion and resistance.
I doubt the security of this thing, and I'm reluctant to accept the money inside. What if it's not my money?
People trust banks simply because they have high credit ratings. But have banks never lost customers' money? Are banks really safe? Can't banks go bankrupt and what about your money? Once such a case occurs, a long and arduous legal battle awaits you.
The emergence of digital currencies will inevitably go through some twists and turns. Building a good reputation requires not only good service but also time.
Moreover, this thing of his is competing with banks for business, or more precisely, for deposit quotas.
Only when there is a large amount of available funds and a small amount of working capital to maintain balance can loans be made.
Only in this way can profits be generated, and digital banks gradually emerge. Only when a certain scale is reached can other financial products be developed.
The initial setup doesn't need to be complicated; it should just be a simple payment process. The goal is to generate interest in making payments.
How can you quickly make users dependent on the payment method? The answer is to burn money. The first step in burning money is to offer discounted prices. The difference between these discounted prices is then reimbursed to the merchants by the payment system.
Therefore, Xing Baohua wanted to use Mitsui Fujisaburo to lead his sales department to negotiate with merchants and sign payment agreements.
Simply display a Pi Payment sign to receive a discount when paying with digital currency at designated stores.
For example, a white-collar worker might want a pair of shoes worth 100,000 RMB. If the brand store doesn't offer a discount, the worker would have to pay 100,000 RMB. However, if the discount negotiated by the Mitsui Fuji team is 20%, the worker can get a random discount by using digital payment. If it's 30%, the π payment system will reimburse the merchant for the 10% discount.
This is just about goods consumption; there are also hotels, restaurants, supermarkets, air tickets, train tickets, and so on. Anything closely related to people's lives has to be negotiated, and the money-burning method of making up for price differences is faster than the printing press.
Three days later, ten sales staff were recruited. Although they were called sales staff, they were actually field promoters who had to carry a bag and a stack of brochures and go to each store.
For this kind of job, there was a competition ratio of over 200 to 1. This shows how tough the job market is here in Japan.
Furthermore, π Group has a strong brand and a high starting point; it is undoubtedly a large-scale enterprise.
After everyone arrived, Xing Baohua held a brief training session with them.
It's normal for businesses to be hesitant to accept such new things at first. How can we address their concerns?
Then we should compare the turnover and profits of other companies that use digital payments.
There will always be someone who's the first to try something new. Don't just think about how much money you can make from a single order; Chinese people value small profits but quick turnover. Regardless of whether you're a brand or not, your inventory will always have times when it's discounted.
There's a specific art to communicating with merchants. Xing Baohua, Mitsui Fujisaburo, and a highly experienced salesperson compiled a dialogue sheet.
Make sure all new employees memorize it, and then use it flexibly depending on the situation.
The sales staff we recruited all have several years of sales experience. Selecting ten people from thousands of applicants means they are all highly skilled and experienced.
Xing Baohua plans to implement digital currency payments in two modes. The first mode is to make a purchase at a physical store and enter the store's digital account number to transfer funds.
There's a catch here: customers need to transfer money from their bank cards to their π accounts before making the payment. This adds an extra step to the transfer process, and they also need to enter their account information, which takes a bit of time. When there aren't many people, it's fine no matter how you do it, but when there are many people, it definitely becomes a hassle.
It's not that Xing Baohua doesn't want a convenient method; a barcode or QR code would suffice. However, the camera is still under development. Convenient payment will have to wait a few more years.
The second method is simpler. Xing Baohua only needs to create a shopping website that integrates eating, drinking, and entertainment. Users can select items and pay on their computers, and the bill will be sent to their mobile phones or pagers via SMS. Users can then pick up their goods at physical stores using only the bill information.
No matter how many shops are brought to Ginza, even if Xing Baohua can't acquire any of them, he still has to find a way to establish a comprehensive store, with both an online platform and a physical store operating in parallel.
White-collar and blue-collar workers are considered to be in a middle-class lifestyle. They can't afford big brands and look down on cheap goods. With more promotion, we can stimulate their desire to buy.
With the discounts, it suddenly dawned on me that they could grit their teeth and buy some designer brands!
This is the desire to buy. Where did the "Shopping Festival" come from? It's all about cheap deals.
Led by Mitsui Tousaburo, ten elite professionals began raiding shops around Ginza.
Being exclusive and having no competitors is great, but it's also quite difficult. Most people don't trust it, they just wait and see, and then decide to look at other companies.
Even if we provide information about π Group's shareholders, they might not believe it.
Xing Baohua believes the problem lies in the T+3 model. If payments were instant, all merchants would probably enable π payment.
On the first day of their shopping spree, they signed contracts with six brands, all of them Japanese. This was largely thanks to Mitsui Tousaburo. They were all people with connections; Mitsui Tousaburo had previously handled loan applications for them.
The merchants' willingness to accept the offer is entirely due to their trust in Mitsui Bank.
Next, the merchandise management department was established. This department needed a large number of staff, more than half of whom needed to be skilled in photography.
Xing Baohua obtained more than twenty of Nikon's latest digital cameras.
This department is required to track brand owners, take photos of numerous products, categorize them, and fill in product information.
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