Vertical B2C Should Be "Leftover" Instead Of Cannon Fodder.

China's B2C market can be described as two days of ice and fire.

A few days ago, a friend who made a vertical B2C website asked me: our website now only has its own brand of clothing is relatively stable, and other clothing brand negotiations process encountered problems, because we are relatively small, so bargaining chips are not enough.

It is said that the B2C, a friend of this friend, has been hung up once again because of the withdrawal of the investor, and this time he has gained some investment from the Japanese investor and has continued to operate.

China's B2C listing = floating clouds?

The cosmetics B2C website is also closed because of investors' disagreement.

B2C industry has become an extremely high threshold Internet product, no longer suitable for entrepreneurs to enter, and even group buying network has already faced a higher financial threshold.

And Taobao pformation B2C, Jingdong mall, Dangdang, excellence, fan Ke Cheng, Le Tao and other B2C enterprises crazy expansion also let some vertical B2C companies feel pressure.

However, for the current B2C listing in China, I personally think that "B2C listing in China = floating clouds".

This view is mainly due to the following aspects:

First, there is no large-scale profit.

Whether Mcglaughlin or Dangdang, although they are listed, they have not yet achieved large-scale profits.

Mcglaughlin's profits were about 50000000, but after the listing, he was sued and filed two charges a day because of excessive packaging.

Dangdang has burned for 9 years and has been losing money. Only a quarter before it went public did it achieve a small profit.

No profit companies, investors are optimistic about the prospects for development, but if it is still unable to continue to profit, estimated stock prices will plummet.

Secondly, Cheng also voted for VVC.

The rice net is hung up because of no wind investment. Many B2C websites are half dead because of no wind investment. Venture capital is the fundamental reason for the survival of Chinese electricity providers.

But having a VC doesn't mean that you can live well.

Many venture capitalists are eager for quick success and instant profits, naked profit making purposes, at all costs to allow enterprises to operate irregularities, at the expense of the development prospects of enterprises, to spoil their growth, to make them listed on excessive packaging, and then to draw profits from funds, and enterprises become a piece of leather. Mcglaughlin is the best example.

Once again, unprofitable profits and increasingly fierce competition, the listing will get heart disease.

No listing, no announcement of revenue, no one knows.

However, once the IPO is published every quarter, it will be estimated that the time before the announcement of the earnings will be like that of the listed companies. The owners of the listed companies will be as happy as they are, and they will try their best to make the financial reports look good and stabilize the share price, but sometimes the losses are too serious and the holes are too big to block.

So I say that several B2C listings are floating clouds at present. In the end, whether the advantages outweigh the disadvantages or the disadvantages outweigh the advantages, only they themselves have a clear mind.

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Some people ask, in the face of the crazy expansion and product line extension of several major B2C websites, is there any opportunity for some vertical B2C? How will it work next?

At present, vertical B2C is mainly concentrated in clothing, shoes and hats, such as department stores, such as clothing B2C Xiu Xiu net, footwear B2C Le Tao net.

These vertical B2C's current scale is relatively small compared to several large electric providers.

But in their respective categories, they have high popularity and user reputation. Will these B2C websites be affected by the expansion of large B2C?

We see that Dangdang and Jingdong are opening up platforms and are expanding. They even extend their tentacles to the clothing and footwear market.

But this does not mean that the professional footwear B2C such as Yue Tao net will be marginalized.

Because we see Carrefour, WAL-MART, and some big department stores selling shoes, but these big stores sell shoes with brand names, and there are many shops that specialize in shoes.

Like the real business, the large B2C model, which is similar to the department store, is still unable to eat all of them. It is bound to have the main and secondary points. The Jingdong is still concentrating on the 3C.

In addition, vertical B2C must follow several principles: burn less money, late listing, do enough innovation, and accumulate brand.

The aim is to be "leftover" rather than cannon fodder.

B2C enterprises will become cannon fodder carelessly. Because of low profit and the money invested by venture capital, they will die if large scale money is expanded and funds are not good enough.

So I want to burn less money. Now I don't think there is much advertising in Le Tao. Most of them are classified ads of CPS. This kind of robust strategy is desirable.

Late listing, some venture capitalists are eager to recover their investments, and they will fatten B2C companies into the market and then run away. This is actually an artificial killing of an enterprise.

Therefore, vertical B2C should be listed late rather than listed urgently. After all, when there is not enough profit and scale, listing is floating clouds.

It is necessary to make innovations and do enough services.

Vertical B2C, because the product is a special category, as long as the service is enough to attract consumers, it can resist the expansion of large B2C.

For example, how to make the buyer do not worry that the size is not appropriate to return the product? How to make the buyer a repeat customer? Every time you buy shoes, you can get the shoes on B2C.

Although not burning large amounts of money will reduce the growth rate of enterprises and the risk of being squeezed by not crazy expansion, the B2C industry in China still needs steady first and second development.

Because in the next few years, China's B2C enterprises will die 90%, leaving only 10%, only 1% of enterprises can be bigger. For vertical B2C, you have to make sure that you can become that 10%, instead of being "cannon fodder" in advance because you want to be 1%.