Enterprise managers must strengthen their confidence and beliefs, otherwise the cross-border transformation of the enterprise is likely to fall into a situation of “three steps forward and two steps back”. A successful enterprise manager needs to move forward towards the goal unswervingly, infect others with his own ideas, and lead his subordinates with his own actions.
We must know that any transformation is a rebirth from the ashes, a revolution that is completely transformed, and will face various difficulties and challenges. If there is no ideological emphasis and no persistence in beliefs, the results are often not optimistic. This is the same for enterprises in any industry and any market, and the same is true for enterprises that want to transform into cross-border e-commerce.
Enterprise managers focus on transformation, and employees will think in this direction; enterprise managers love to learn, and employees will follow; enterprise managers attach importance to cross-border e-commerce in their thoughts, and employees will also move with it. If enterprise managers just want to give it a try and don’t invest too much enthusiasm and time, then they will inevitably not keep up with the development pace of cross-border e-commerce, and employees are even less likely to make achievements in this regard. The road of traditional trade has become narrower and narrower, and many business managers have encountered business difficulties. Therefore, it is necessary to mobilize the resources of the entire company, work together, and fight a protracted battle to transform into cross-border e-commerce.
Only when you attach importance to it in thought can you keep up with it in action. To do cross-border e-commerce, you need to polish your products wholeheartedly, adhere to a sense of craftsmanship and original intention, constantly learn new thinking, optimize marketing skills, and improve service levels, so that enterprises can show their talents on the cross-border road.
Three, rush to the front line
Cross-border e-commerce must be regarded as a key project within the enterprise, especially for enterprises that have just started to do cross-border e-commerce. Enterprise managers must devote themselves to it, attach importance to it in thought and action, and wait until everything starts to get on the right track before they can get out of it. If the enterprise leaves it alone from the beginning, let it fend for itself, or does not consider the actual situation at all, and sets a target task at random, forcing the team to complete it. These practices are not conducive to the enterprise’s cross-border e-commerce transformation. When the cross-border atmosphere of the enterprise is not strong enough, the cross-border system is not perfect enough, and the cross-border team has not been well integrated, the enterprise managers must rush to the front line until all links of the cross-border road are straightened out, and then the enterprise managers can gradually let go and only focus on and grasp the key nodes.
In the initial process, the fundamental reason why enterprise managers need to rush to the front line is that the entire cross-border process of the enterprise has not been smooth, and the cross-border system has not been perfected. This method is needed to motivate the team, enhance the team’s cohesion and execution, and set an example to lead everyone forward. In this process, problems are discovered, corresponding adjustments are made in time, experiences are explored, ideas are clarified, and executable strategies are formulated to lead the company to better development.
If someone in the company does not agree with the direction of cross-border e-commerce, as long as the enterprise managers firmly believe in it and gradually make achievements through actions and turn it into reality, then there will be more and more followers. Indeed, when something is just starting or only has a prototype, every step of promotion takes a lot of effort, but as long as you go in the right direction and keep up with the trend of the times, time and results will prove everything.
Of course, being on the front line does not mean that business managers have to do everything themselves, nor does it mean that business managers have to take care of everything, but that business managers have to have more “common language” with the cross-border team and be very familiar with the cross-border operation mode and platform rules. This will give the team more understanding and support, and make them more motivated. Only when business managers are on the front line and on the battlefield can they have a deep understanding and reach a certain consensus and tacit understanding with the entire team to avoid chaos and collapse.
In addition, business managers can better understand the operation of cross-border e-commerce and improve their ability to think about cross-border e-commerce structured only when they are in the cross-border circle. Business managers should learn the most cutting-edge information from senior cross-border professionals and learn from others’ experiences in the cross-border community. If you are just a layman, you can’t keep up with the changes in cross-border e-commerce, let alone see the future clearly.