The Secrets Of Traditional Industries And Cross-Border E-Commerce In Products, Talent Introduction And Sales Mode

If we think of traditional trade products to do cross-border electricity providers, the road may be very difficult.

The advanced mode of an era will always be pursued by all enterprises.

For the foreign trade industry,

It is one of the representatives of this advanced model.

Therefore, in addition to the new entrepreneurs, there are many traditional trade enterprises, manufacturing enterprises and entrepreneurs from traditional enterprises to try to pform into cross-border electricity providers.

But after all, traditional industries and cross-border electricity providers have great differences in product, talent introduction and sales mode. How can traditional enterprises lay the foundation for future success from the beginning of pformation? For this reason, I hope to interpret the secret of pformation by interpreting the traditional enterprises that are currently pforming cross-border electricity suppliers.

According to the world clothing and shoe net, the main mode in traditional manufacturing and trade is to take orders, and the other side has already designed products or factories have designed several products that can be sold for one year, and carry out large-scale pipeline production.

But for cross-border electricity providers, the speed of product change is fast.

The products produced by an enterprise may be eliminated in a few months.

PepsiCo is also a pition from a traditional factory to a cross-border electricity supplier. Now it has listed three new boards, with revenue of up to 252 million yuan last year.

Xu Xinhua, chairman of PepsiCo, once pointed out that from the product, many factories still follow the product line thinking under the pure line way, which is mainly based on cost performance, while cross border electricity providers require products to give priority to user experience.

This is mainly due to the faster feedback of consumers, and the different needs and concerns of different people. For example, a product has 100 details, and every detail of the electricity supplier may produce consumers' evaluation.

One of the details is that consumers may be unhappy if they are not satisfied, black hat network, and a bad comment on the electronic business platform is fatal, which may lead to the sale of products.

And the online channel, in fact, as long as the product goes, just because the wholesale sellers pay more attention to the price performance ratio.

Therefore, cross border electricity providers demand to be fast and to the utmost, which is far from the traditional way of doing business.

In order to fundamentally solve the different logic of product thinking, PepsiCo directly disconnected the two organizational structures of factories and electricity suppliers.

The factory is a casing method, and the electricity supplier is another casing method.

The factory is the same as before, it also gives orders to factories and produces well.

Only the factory's product research and development end should be pformed into an Internet oriented mode.

Of course, there are also some cross-border electricity providers at the same time require product replacement speed and the number of SKU is also very large, but each SKU does not need large-scale production.

This situation is very obvious in clothing cross-border electricity supplier, leading to such cross-border electricity providers need to directly "revolution" in the manufacturing side.

Meridian is a clothing export business, its business for more than a year on the annual revenue of 30 million yuan.

And its general manager, Zheng Hui, was originally the origin of the traditional foreign trade enterprise.

In the start of the business, the meridian also adopted the idea of making more profit by SKU low price running, so SKU has been expanded, and the number of SKU has exceeded 1000 at present.

Although the fine operation has already begun to make the brand, but because of the "fast" nature of the fashion industry, the meridian still needs two to three products per day.

According to Zheng Hui, the cost of developing a SKU is about 300 to 500 yuan, and every new item will sell dozens of items ahead of time, regardless of whether there is sales or not.

So sometimes, when the meridian is in production, it may produce a product producing only ten pieces, which is contrary to the traditional mass production mode.

"At this time, we can only instil our own ideas into traditional factories.

In fact, traditional factories feel that large orders are becoming less and less. If they do not adapt to the production mode of electronic commerce products, they will easily be eliminated.

Zheng Hui said.

Of course, in order to adapt to small quantities of orders, the original system of division of labor is not acceptable.

The meridian will pform the factory to meet the requirements of meridian production: for a small batch production, it is not to make a production line of 100 people, but to divide workers into several groups, 3 to 4 people, a group and a group to make a garment, which breaks the original way and sets up a flexible supply chain with group system.

PepsiCo and meridian two enterprises in pition are all "all in" across the border.

But there are some traditional enterprises, their traditional trade volume has been very large, immediately put all resources in cross-border electricity providers, it is too big bet.

Therefore, the gradual pformation mode has become the cross-border path of such a large number of enterprises.

Wan Shi Li group has a revenue of about ten billion yuan a year, but wan Shi Li is also very confident of the potential of cross-border electricity providers.

So, they set up a team of more than 10 people to start cross-border business. In the first half of the year, the sales volume of Wan Shi Li's cross-border e-commerce business has exceeded 7 million yuan (about 47 million 310 thousand yuan).

In Hangzhou, Ma Tingfang, general manager of Wan Shi Li Silk Technology Co., Ltd., it seems that an export oriented traditional trade oriented enterprise must pform the cross-border electricity supplier. First, OEM (factory OEM) business must continue to do so, because it is necessary to ensure capacity.

While B2B is used to run volume, B2C focuses more on brand building.

As a result, Wan Shi Li began the exploration of small business teams for cross-border electricity providers.

On the way to B2B, Ma Tingfang thinks that unlike traditional trade in the past, a team of 3 to 5 people can serve a big client. On line, cross border B2B should adopt a pattern of one person corresponding to a large number of customers.

Interestingly, each team has a great choice. Even the category of shops is chosen by the team itself.

Ma Tingfang pointed out that to do new business, it must not be given by superiors.

The rules are made, otherwise the team is very difficult to work.

"To explore and to do everything possible, it is the desire of the team to focus on its own characteristics and to find out what to do.

In this way, the team will have endogenous motivation to devote themselves to it.

He told.

In the logic of Wan Shi Li's attack on cross-border electricity providers, small teams and autonomy become their basic tactics.

In response, an industry insider who had built a regional cross-border industrial belt pointed out that traditional enterprises were pforming cross-border electricity providers, but their businesses still made money, and they could not be cut down. Only a new team could be set up to make cross-border e-commerce sales grow slowly.

"When the growth reaches a certain level, cross-border electricity providers will be the main business."

The industry said.

Directly buy cross-border electricity business integration

Of course, if there is enough confidence in cross-border electricity providers, their own financial capacity and volume is also sufficient, direct acquisition, acquisition or cross-border electricity providers can bring unexpected growth.

Among them, A shares listed companies hundred round pants industry to buy cross-border e-commerce global easy to buy, let the former market value in less than 3 years from about 3000000000 Yuan to 25 billion yuan or more.

It is reported that Yang Xinjian, chairman of cross border communications, founded the Shanxi 100 circles trousers industry in 1998. The company successfully launched A shares in December 2011 and became the first professional trousers company in China.

In November 2014, the hundred round pants industry invested 1 billion 32 million yuan to complete the acquisition of cross-border e-business universal purchase. In June 2015, the hundred circles trousers industry was officially renamed as cross border link. After that, the company has participated in several enterprises with complementary advantages in the import and export electricity supplier and comprehensive supporting services in Qianhai, such as Paton sun, Guangzhou, etc.

And after the successful cross-border cross-border success case, this year, many listed companies began to announce the acquisition of cross-border electricity supplier enterprises.

In April of this year, Chengdu Westone Information Industry Inc, a listed company of Shenzhen Stock Exchange, disclosed that it intends to purchase a 100% stake in a new tree with a tree in Shenzhen (hereinafter referred to as "a tree") by issuing shares.

In April of this year, Hua Ding also announced that it intends to buy 100% stake in Tong technology through issuing shares and paying cash. The paction price will be 2 billion 900 million yuan, and the corresponding financing will be about 1 billion 257 million yuan.

Fujian Xun Xing zipper Technology Co., Ltd.

It announced that it was preparing to acquire 65% of the price of the cross-border electricity supplier chain, giving a valuation of 1 billion 690 million yuan in the price chain.

First, not to mention whether these mergers and acquisitions will succeed in the future, but from these traditional enterprises hope to invest in capital acquisition of cross-border electricity supplier enterprises, but the industry is hot enough, and mergers and acquisitions have become a popular way for traditional enterprises to pform cross-border electricity providers.

Of course, all of this is related to the development process of cross-border e-commerce.

Zhu Cheng, general manager of the consumer and modern service business investment department of Cci Capital Ltd, pointed out that 2014 and 2015 are a fast capital entry period. After entering the capital, the cross-border electricity providers will become standardized.

And when these norms are done, the docking of electricity providers with capital and even IPO is a matter of course.

More attention should be paid to the world clothing shoes and hats net.