Commodity competitiveness refers to the degree to which a commodity meets market requirements. This requirement is specifically reflected in consumers’ consideration of various competitiveness factors of commodities. When cross-border e-commerce companies choose commodities, they should also consider the market competitiveness of commodities. Whether a commodity is competitive is mainly reflected in two aspects: one is market position, and the other is sales. The so-called market actually refers to the market of the commodity in the entire industry, so the industry situation is a very important factor affecting commodity competition. In addition, corporate brand, team strategy and commodity value are all important factors affecting commodity competition.
1. Commodity industry factors
This is the most important factor affecting the development of corporate commodities. Lei Jun said: “Standing on the vent, even pigs can fly.” This sentence is also very reasonable to describe the development of the commodity industry. In the growth stage of the commodity industry, there are few competitive commodities, large market space, and high consumer tolerance, which will provide strong impetus for the development of corporate commodities.
In recent years, the development of cross-border e-commerce has been in full swing. ANKER has actively devoted itself to cross-border e-commerce and has the development support of the cross-border e-commerce industry, so it has great development prospects.
2. Enterprise brand factors
What is the brand appeal of an enterprise among the existing user groups? Can the existing brand market help enterprises expand more commodity markets? These issues are what enterprises must consider when developing their own commodity competitiveness. From the perspective of the traditional commodity economic activities, the market appears before the commodity, and there seems to be no direct connection between the two. But in fact, the brand quality of an enterprise’s goods is the most effective market competitiveness of the enterprise.
When people buy goods through cross-border e-commerce platforms, they buy more of the brand value of the goods. ANKER has focused on arousing people’s interest and building people’s trust in the brand from the beginning. In addition to Amazon, ANKER has also opened stores on cross-border e-commerce platforms such as eBay, AliExpress and Newegg, providing customers with multiple purchasing channels. During this series of expansions, ANKER has been committed to building its brand reputation. Establishing brand awareness is conducive to gaining consumer trust, thereby greatly increasing the possibility of consumers buying products and generating secondary purchases. Long-term brand building accumulation is very important for cross-border e-commerce, which can increase everyone’s profits.
3. Team strategy factors
In the process of developing commodity competition, an enterprise should also consider which groups of people its products are suitable for consumption, or what optimizations its team should make to its commodity construction. Depending on the characteristics of the product, the business model to be developed will also be different, and the team strategy must also change accordingly. In the competition of the commodity market, the role of team strategy is very important. At the right time, there are suitable products, but without the right strategy, commodity competition will also be at a disadvantage. These are the so-called team strategy factors.
In the process of cross-border e-commerce development, ANKER actively adjusted its development strategy and opened 4 physical stores on the basis of consolidating the online market. The entry of e-commerce stores into offline stores not only facilitates consumers to directly touch and understand the products before purchasing, but also helps the brand building of commodities. Offline stores can consolidate and deepen the position of commodity brands in the minds of consumers through the interaction between sellers and consumers.
4. Commodity value factors
What value can the commodity bring to consumers? Can this value make your own commodity stand out in the commodity market? How to enhance the difference of your own products in order to maximize the value of the commodity? All these will affect the value of the commodity.
ANKER mainly produces smart digital peripheral products such as mobile power supplies, chargers, Bluetooth peripherals, data cables, etc. These products are essential in people’s daily lives and have high commodity value. At the same time, ANKER provides consumers with more convenience at a lower price by continuously optimizing its products.