For imported cross-border e-commerce, policy, market, operation, and financing are the “four major dangers”, and any one risk can destroy it. At the beginning, in a seller’s market with strong demand, as long as the more products were sold, the better, everyone gathered, and everything was prosperous; with the introduction of the New Deal, consumer enthusiasm declined, and the market was restructured with new regulations, the tide receded, and prices began to stab each other. Enterprises that are strong on the outside and cadre on the inside are eliminated; those who have settled down must be experts in management and control of increasing revenue and reducing expenditure.
The evolutionary law of enterprise development: the low level is products and marketing, the high level is operations and management, and the top level is strategy and capital competition. The key node of the import supply chain and sales chain is to improve operational efficiency, and ensuring capital flow has become the basis for making profits; at this time, whoever gets the public capital first will have a temporary escape from death, at least in the overall situation, there will be a blocking position. Advantage.
First, from the policy perspective, everyone is equal in terms of macro factors. In the design of the New Deal, emphasis is placed on the rationality of the policy, and the step-by-step implementation pace of “development first, then standardization, first pilot, then promotion” is tight. Since then, although goodwill has been released many times to rebuild industry confidence, the innovation and improvement of the customs supervision model is still a top priority. It is also urgent to improve the “single window” of local public service platforms. Bonded park managers must also vigorously explore more preferential policies to form a regional feature.
We see that local government agencies are making greater efforts to support and develop cross-border e-commerce, effectively helping foreign trade companies improve their capabilities and achieve transformation, so that foreign trade e-commerce can go faster across the country. Taking root and blooming everywhere.
Second, there is constant competition. “Freedom and disloyalty” are the characteristics of online shopping users. This is largely due to the homogenization of products and excessive marketing by merchants. As the needs of cross-border users gradually escalate, e-commerce User stickiness and loyalty must be deeply cultivated from various aspects such as model, product selection, and conversion rate.
The competition among domestic e-commerce companies is so fierce that the Red Sea is better than the Black Sea. In the past, “burning money and enclosing land” by simply using price wars to attract customers has gradually achieved half the result with half the effort. In the future, each platform must focus on its core users to find profit points, shifting from “what can be sold” to “what users need”.
Comprehensive consideration of customer acquisition channels and costs, reducing oversupply of products and unnecessary promotions, and product selection becomes a matter of satisfying diversified, individual needs and emotions. In order to maintain traffic, we still cannot give up on obtaining stable orders for explosive products through large-scale procurement, reliable supply and payment terms. Judging from past history, vertical e-commerce has not been able to defeat comprehensive e-commerce, and very few have survived. How can cross-border e-commerce break this rule? There is still room for imagination, and the consumption power of “mothers” is endless.
The third is to cultivate internal skills. Users are becoming more and more sophisticated. Simply selling hot products at low prices is the end of the road. To improve the exciting consumption experience, the future commanding heights will depend on the implementation of differentiation and supply chain efficiency. The integration of cross-border imports and domestic e-commerce, the diversification of models and services, and the shift of commodity competition to supply chain competition rely on technological means to update and return to the essence of retail.
Importing companies have downplayed their cross-border halo. In order to reduce the fluctuations caused by policies, platforms have begun to expand product channels and categories. Cross-border O2O experience stores are an experiential promotion method for new categories, but the guidance of offline display and transaction models must be improved, otherwise the conversion rate will not be high and costs will only increase.
As for the model, you can never simply determine who is good or bad. It depends on what angle you stand on and what capabilities you have. For example, in China, the service experience of JD.com may be far better than that of Tmall, but the two The profit gap between investors is still very large. The retail industry is generally involved in cross-border shopping to compete with super e-commerce companies. More people, money, materials and efforts are directed towards improving user experience and increasing the speed of cross-border commodity circulation. In addition to the account period, grasp the exchange rate for purchases.
The fourth is strategic direction. Most cross-border e-commerce companies that invested a lot of money in import layout in the early days have a relatively single development direction. The capital market has become cautious about investment in imported cross-border e-commerce companies. The critical period to test the core competitiveness of enterprises has arrived. Cross-border e-commerce has a long supply chain, and there is enough space to explore
< p>We must avoid copying the traditional domestic e-commerce model and start from where we have advantages. Consumption upgrades and quality upgrades. When users no longer pay attention to whether products are purchased overseas or domestically produced, the cross-border concept will be diluted and integrated into domestic trade e-commerce, or become a lifestyle consumption portal, or become a consumer-focused e-commerce portal. The divided vertical platform, however, when this day will come depends on when domestic products will be on par with foreign quality.
The importance of the model is not the most critical. The key is that it cannot be replaced. Each enterprise should strive to create a unique product experience that cannot be replaced. There is no ceiling for the growth of any enterprise. M&A financing will continue. Embracing changes, sailing the sea depends on the helmsman.
In the face of cross-border e-commerce, the attitude of foreign brands and traditional retail is quite ambiguous. When shopping around, e-commerce is actually a double-edged sword for them. It must be said that this hesitation is the reason for cross-border e-commerce. opportunities for overseas e-commerce. The supply chain is a weak point, and the complaint rate for imported goods has surged. In 2015, complaints about overseas purchases accounted for 16.55% of all complaints about online shopping, ranking among the top three in the black list, mainly from overseas purchases and purchasing agents.
The opportunity for logistics companies is to create reliable channels for these foreign brands. According to Taobao Global Shopping’s survey data of nearly 5,000 overseas shopping users, 40% have more than 3 years of overseas shopping experience, and 10% have more than 6 years of overseas shopping experience. Consumers who are fond of imported goods The group is larger than imagined. Users are the masters of the industry, the prospects for cross-border e-commerce are still bright, and there are still many opportunities for participants in supply chain, logistics and other industries.