Yesterday, I had dinner with Mr. Zhou, a billionaire seller, and talked to him about the development process of cross-border e-commerce in the past decade. He mentioned:
       
1、 Cross border transactions can be roughly divided into three stages: dividend period, integration period, and saturation period. ​
Dividend period: Before 2018, the main mode was distribution, where everything could be sold by taking a few pictures with a mobile phone. ​
Integration period: From 2019 to 2022, the focus will be on the refined store model, and the profit performance of each category will show differentiation. It is necessary to cut down the loss making product line, gradually concentrate resources on the profitable product line, and rapidly expand. ​
Saturation period: After 2023, the volume of profitable product lines will decline, the market will lack increment, the number of standard products will increase, and the average price will decrease. We need to consider who the customer is, further explore products and build brands based on customer needs, in order to have the opportunity to maintain long-term profitability. ​
       
2、 As a worker, how to cope with industry changes:
Choose a boutique model and a branded company. The refined and stocking models will be unsustainable, with low efficiency in capital utilization and an uncontrollable success rate for new products, which will directly affect your salary level. At the same time, the distribution and refinement models often have fixed SOPs, which do not require individuals to exert subjective initiative and do not provide you with a learning platform. The work experience of such companies cannot be reused and is not helpful for career development and salary growth. ​
       
3、 As a business owner, how to respond to industry changes:
one ️⃣  Mining incremental based on advantageous categories. Think about the user profile behind the product and data, build a brand based on the profile, expand customized needs, and create new products for the same scenario and user. ​
two ️⃣  Develop a reasonable and rational development strategy. We should not hold the mentality of "making 50 million two years ago and only making 20 million last year, which is equivalent to losing 30 million last year". We should return to the current competitive landscape to examine problems, dismantle strategies, avoid excessive pace, and prioritize consolidating advantageous areas and ensuring cash flow.
#Amazon Operations # Amazon Cross border E-commerce # Cross border E-commerce Operations # Severe Economic Situation # Amazon Dry Goods # Amazon Entrepreneurship

Yesterday, I had dinner with Mr. Zhou, a billionaire seller, and talked to him about the development process of cross-border e-commerce in the past decade. He mentioned:
       
1、 Cross border transactions can be roughly divided into three stages: dividend period, integration period, and saturation period. ​
Dividend period: Before 2018, the main mode was distribution, where everything could be sold by taking a few pictures with a mobile phone. ​
Integration period: From 2019 to 2022, the focus will be on the refined store model, and the profit performance of each category will show differentiation. It is necessary to cut down the loss making product line, gradually concentrate resources on the profitable product line, and rapidly expand. ​
Saturation period: After 2023, the volume of profitable product lines will decline, the market will lack increment, the number of standard products will increase, and the average price will decrease. We need to consider who the customer is, further explore products and build brands based on customer needs, in order to have the opportunity to maintain long-term profitability. ​
       
2、 As a worker, how to cope with industry changes:
Choose a boutique model and a branded company. The refined and stocking models will be unsustainable, with low efficiency in capital utilization and an uncontrollable success rate for new products, which will directly affect your salary level. At the same time, the distribution and refinement models often have fixed SOPs, which do not require individuals to exert subjective initiative and do not provide you with a learning platform. The work experience of such companies cannot be reused and is not helpful for career development and salary growth. ​
       
3、 As a business owner, how to respond to industry changes:
one ️⃣  Mining incremental based on advantageous categories. Think about the user profile behind the product and data, build a brand based on the profile, expand customized needs, and create new products for the same scenario and user. ​
two ️⃣  Develop a reasonable and rational development strategy. We should not hold the mentality of "making 50 million two years ago and only making 20 million last year, which is equivalent to losing 30 million last year". We should return to the current competitive landscape to examine problems, dismantle strategies, avoid excessive pace, and prioritize consolidating advantageous areas and ensuring cash flow.
#Amazon Operations # Amazon Cross border E-commerce # Cross border E-commerce Operations # Severe Economic Situation # Amazon Dry Goods # Amazon Entrepreneurship