How Can Traditional Service Enterprises Develop Less Electronic Commerce?

What is the meaning of e-commerce to our society? Many people regard it as an advertising platform, a product sales platform, an enterprise profit growth point, and a business tool. All of these are just a face of e-commerce. Here, we take a view that it is regarded as an industrial revolution of the Internet.

Six difficulties of traditional enterprises in developing e-commerce

Wrong direction of effort

The wrong direction of force is a detour for many enterprises.

Most enterprises believe that e-commerce is a very important strategy. They want to be the controller of e-commerce platform, and hold it firmly in their hands. They think that the mature e-commerce platform will feel controlled by others and not free, so they choose to invest tens of millions or even billions of money to build their own e-commerce website.

But at present, no brand enterprise or manufacturing enterprise has made its e-commerce platform a very large sales website.

A lot of people will think about the product of the customer, but the core of every customer is not a brand enterprise, but a platform operator. Its essence is similar to Dangdang and excellent network. What is done is not a product brand, but a platform. Its employees are very familiar with the professional talents.

Every enterprise has its own core gene, which determines where the enterprise is the most professional. It is difficult to learn what others are good at.

Since we recognize that this direction is wrong, we must make an adjustment.

Professional people do professional things.

The expertise of branding and manufacturers lies in manufacturing and brand building and marketing, rather than in the establishment and dissemination of marketing platforms.

Professional platform building work should be handed to professional websites that are good at this area and do their best to succeed.

Lack of overall planning

Many traditional enterprises, including some well-known brands, will encounter many obstacles when developing the Internet market.

The reason for this is that most enterprises' understanding of e-commerce is limited to opening an online shop and buying two or three items on it. They only regard it as a new sales channel or a channel to digest inventory.

Such a business strategy competes with those who regard e-commerce as their lifeline, or the platform operators like Van customer's finished products, and lose to the starting line at the very beginning.

The operation of electronic commerce needs to be brought into full play. Enterprises need to make a corresponding pformation from the overall strategy, team structure and process to the marketing and distribution platform. Enterprises must treat it as an ongoing industrial revolution that will account for thirty percent of the total domestic retail sales in the next 5~10 years, which will affect the comprehensive revolution of the national economy.

The self constraint of vested interests

The so-called vested interest is that when a certain industry achieves a certain degree, it will gradually turn from a revolutionist to a conservative.

Traditional enterprises, especially those of traditional enterprises which are doing more successfully under the line, usually start from the point of view that they do not affect the existing interests and do not affect the existing dealer system.

When e-commerce attacks your product sales, product prices and sales channels, it always has a "hate" attitude towards it. Then, in the process of revolution, enterprises will be in a state of revolution.

Misunderstanding of talents

Many have thought about e-commerce, and even boss who has planned and acted has always sighed and can not find professional people.

But is it really necessary for an enterprise to invite an expert or an industry elite to do e-commerce? The answer is No.

In fact, what the enterprise needs is not a professional technical person, but an entrepreneur who is going to be an industrial revolution. A leader who goes to the industrial revolution must have a high entrepreneurial passion and must be a person who agrees with the enterprise and the enterprise culture. These talents are hidden inside the enterprise. Only those who have these qualities can eventually become the needs of the enterprises through the training. They are very experienced and well aware of the professional operation team of the e-commerce industry.

Therefore, the lack of professionals is not a bottleneck, they are all obtained through the search within the enterprise.

Large scale enterprises, especially some large group companies, have many branches and departments. The collaboration between the newly established e-commerce departments and these branches and departments has become a big problem.

When the enterprise develops to a certain stage, there will inevitably be some "big business diseases". Each department has its own affairs. Each department has its own interests. When the whole enterprise policy, manpower and financial resources are tilted to the e-commerce department, it will inevitably lead to imbalance among other departments. When there is conflict of interest between departments, it will become a big obstacle for the development of enterprises, especially when e-commerce is just beginning to develop. This phenomenon is particularly obvious.

The reason why many large enterprises fail in doing e-commerce is that many other departments of the company only support the electronic commerce department, resulting in the final enterprises themselves defeating themselves, not because e-commerce is not suitable for them.

To solve this problem, it is necessary for every department in the enterprise to realize that the support for e-commerce is not only supporting a new business, but also one of their responsibilities.

Resistance of product dealers

I believe that many brands have received such complaints, so the Internet is selling its own products. The price is very low, which makes us very passive.

The traditional dealer's conflict is also a big problem facing the enterprise. This problem can be solved but will not disappear completely.

It is unrealistic that there is no conflict between the online and offline industries. Revolution inevitably represents the loss of some people's interests. If these people lose interest, they can quickly pfer to new interest groups if they are flexible.

Many problems faced by traditional enterprises in developing e-business are not technical problems. They exist in consciousness. In the mode of operation of enterprises, enterprises are the core issues that restrict the development of e-commerce. This shows that many enterprises have not yet adjusted their mindset awareness.

The e-commerce market is no longer what it used to be.

Alibaba world business website chief expert Taobao special expert Xu Dadi, on the 2010 China clothing dealer wealth forum, introduced that in 2009 e-commerce pactions amounted to 250 billion yuan, accounting for less than two percent of domestic retail sales, and this figure is likely to exceed thirty percent in the future.

The arrival of every industrial revolution is a watershed. It may cause a large number of new enterprises to rise up, and may also force a group of giants in traditional industries to withdraw from rivers and lakes.

Three years ago, for Taobao, many people either didn't know or felt it was just a jump market, but now Taobao personal development.

Many years ago, people thought that clothes sold on the Internet could not be judged because they could not be tried.

But in fact, on the contrary, the apparel industry belongs to the earliest and best developed industry in the field of e-commerce.

Clothing shoes and hats have become the first category of online retailing, accounting for nearly thirty percent of the total.

Among them, Taobao ranked first in shopping and retail websites, accounting for nearly eighty percent of the market share.

The original online retailers were individual sellers, but by the time of 2007 and 2008, a large number of traditional clothing brands began to enter the Internet.

Now the online retail market is far from being limited to individual sellers.

For example, UNIQLO is one of the largest clothing companies in Japan. It has five offline stores in China, and in 2008, when its development was not very ideal, it reached a strategic cooperation with Taobao. Its sales volume reached 500 thousand yuan within ten days after the launch, which was equivalent to the total sales volume of two stores under the two lines, and its sales volume was over 100 million yuan in 2009.

It will take at least more than 10 years to invest hundreds of millions of dollars to start a brand online, and it will take only two or three years to invest millions of dollars on the Internet to start a brand. This kind of cost advantage has made a group of network brands quickly play their own field in the Internet.

Aka is one of them. It is an original design brand for women's wear on Taobao. As a personal development network operator, sales in 2009 exceeded 60 million yuan.

There are several Internet brands that are similar to Taobao, and their common characteristics are to seize the consumer groups who pursue novelty, pursue uniqueness and pursue individuality in the network.

Although these brands are not well-known online and hardly sell, they have developed rapidly through their unique design styles and the accuracy of buyers' psychology on the Internet.

How to make Internet business

Increasing emphasis

First, ask yourself a question. Is e-commerce an additional project of the company? There are many new projects that the company wants to carry out in the course of development, and these projects may succeed or fail. If the degree of input and the degree of attention of the project are not thorough, only locating it in an attempt may have laid a foreshadowing for failure from the beginning.

So at the very beginning, e-commerce should be positioned at the height of the industrial revolution. From department support to enterprise pformation, from the mentality of new project to the mentality of strategic pfer, every department in the enterprise should have the responsibility of e-commerce, so that every employee is related to e-commerce.

Team formation does not need to be very large at the beginning. After the establishment, coordination between departments should be done, and the process of every department can not be the factor that affects the development of e-commerce. The whole e-commerce planning is started from all sides, not only a simple website, but also the top-down coordination of the whole company.

Recognize the direction of development

Don't rush for quick success.

Many enterprises fail to make profits in the first year of entrepreneurship. E-commerce, as a company's two venture, wants to make profits at the very beginning. It is also unrealistic to shift from a profit seeking mentality to a strategic loss mentality, giving itself at least a year of strategic loss, and putting enough advertising, promotion and product activities fees into this period to create the first wave of its brand in the market.

At this time, the focus of business should be user browsing and attention. Sales volume is not a key point. Only after experiencing such a stage will there be a good foundation for development in the next second, third years.

After waiting for maturity, it is necessary to strive to increase sales, and then focus on building brand reputation and influence in the network.

The development focus of each stage is different, and the profit seeking attitude at the beginning is the most undesirable and the biggest problem leading to failure.

The role of the electronic commerce revolution is not only a sales channel, but also a flexible promotion platform. It brings us a new business civilization. Whether you can occupy a major role in the new business civilization depends on the importance and action of e-commerce.