How does a foreign trade umbrella factory collapse from tradition to e-commerce
Keyword：Umbrella Industry News Addtime：2019-10-16
In the past year or two, orders from traditional factories around me have been tilting towards cross-border e-commerce customer channels, and the proportion of traditional trade is getting lower and lower. The orders from the previous main OEMs are also declining. Even some large-scale OEMs have directly terminated their cooperation. Manufacturers are aware of the general trend and orders will move from concentration to fragmentation. It is an inevitable trend to provide customers with high-quality goods and more advantageous prices and service experience, and transformation and adjustment are inevitable.
Generally speaking, there are three types of cross-border suppliers. Some factories that respond quickly have set up cross-border e-commerce teams to quickly enter the market with the help of product cost advantages. Some are operating on behalf of others due to lack of talents and unfamiliarity with the platform, and some have found Strategic cooperation with e-commerce partners for in-depth cooperation.
After more than half a year of development, looking at it now, many factories that use product cost advantages to enter the market are unable to put in place inventory backlogs, as if the early dividends paid for inventory and even cross-border teams became a burden for factories.
The generation operation basically ended without a disease. The good longing and promises at the beginning have become pits, with more or less investment and losses. Some factories that carry out strategic cooperation have achieved rapid development within one year because of mutual reasonable distribution and tacit understanding, and some have parted ways because of the issue of mutual distribution of interests.
In recent chats with these friends, everyone has more or less plans for cross-border deployment, but thinks that the lack of talents and these examples around make people hesitate; on the other hand, the biggest obstacle to thinking is not capital and talent but the thinking of manufacturing bosses. Transformation; individual examples of successful transformation and even overtaking in corners are due to the boss’s courage and long-term vision. The failure cases are basically just wanting to have one more channel to sell the existing products of the factory, at most it is to hire a few people who know how to operate the account. To operate.
For ordinary professional sellers, the biggest advantages of the factory are:
1. Effective control of product quality, new product development, and timeliness of micro-innovation of old products;
2. Strong financial strength and traditional trade channel resources.
The biggest advantages of ordinary professional sellers for the factory are:
1. Focus on the proficiency of cross-border rules of each platform, and the timeliness of policy adjustments and continuous self-learning and optimization capabilities;
2. In terms of internal management, there is a mature e-commerce thinking, and the existing and to be avoided risks can be prevented through internal systems and early plans;
3. Product research. At this stage, similar products can basically be determined through data analysis and research whether they are popular products and existing products have problems that need to be improved.
The powerful sellers who are really developing at this stage have concentrated the advantages of factories, ordinary professional sellers, and professional logistics service providers. Therefore, traditional factories must integrate their lack of resources in addition to their existing advantages in cross-border e-commerce layout. Personally feel that traditional manufacturing Factories must do a good job in cross-border e-commerce layout or form strategic cooperation with professional sellers, focusing on products suitable for e-commerce order mode (data analysis and research products for replacement research and development, and the improvement of product details such as packaging and intuitive logistics solutions. Complete product manuals, etc., reasonable and timely production of personalized orders for e-commerce fragments).
Or take cross-border e-commerce as a factory development strategy, and operate at the same height as operating a factory. When you have such a determination to deal with the so-called talent problem and thinking problem, it will not become a pain point. . .
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