Today, most industries are free to compete. It is not easy to succeed in starting a business. The hot cross-border e-commerce is no exception. It is not as easy as imagined. Soon the concentration of this industry will increase. Companies that run faster and earlier will continue to rely on the power of capital to carry out external expansion and internal management training. The competition is bound to be fierce.
Which factors are most important if you want to do well in cross-border e-commerce? The answer is people and teams. No matter how grand a business is, it is built up from a series of specific tasks, and the improvement of each link requires professional talents to operate. There is no difference between cross-border e-commerce and domestic e-commerce in terms of job positions. Both require several functional modules such as technology, marketing, operations, procurement, and logistics. However, almost all companies are short of “cross-border talents” and “foreign trade + e-commerce.” “Comprehensive talents are very scarce.
Only by reserving talents can we have a future. Talents are all cultivated! The fastest way to replenish talents is to rely on professional training and practice of enterprises. When building a team, you must first take yourself into consideration. If you don’t understand cross-border e-commerce and platform rules, you won’t be able to choose the teammates you need.
At different stages of enterprise growth, changes in products, organizations, models, etc. must be made accordingly. Simply increasing product selection will eventually reach the limit that the enterprise’s resources and structure can control. First, personnel expansion and management must be synchronized. There are data islands in the IT system and “operation islands” in operations. It is necessary to avoid system redundancy and fragmentation, which will lead to the loss of flexible operations and decision-making in the e-commerce market.
Second, no matter how much strength and resources a company has, the main competitiveness of e-commerce or logistics comes from efficiency and cost control. It is necessary to pay attention to the pace of e-commerce development. Going too far is not enough. Many star companies are ” “Death” due to blind expansion and running out of ammunition and food. The third is to significantly expand while slowing down the pace of internal process sorting, “systematic operation, data-based operation” and strengthening the automation of processes. The fourth is the performance system. E-commerce is an industry with frequent talent flows, and flexible incentives are essential. In addition to operations, if you have the opportunity, you have to compete in financial operations capabilities to obtain investment and financing and stabilize your footing.
The key to management is implementation, and not all teams may have extraordinary diligence and strength. E-commerce and logistics are industries with strong execution capabilities. Many companies do not have high-level strategies to succeed. Survival and death are the top priority. “Being alive” is a miracle. Strong execution and efficient management are often unfavorable.