2012 Will Become Electricity Supplier Bankruptcy Year: C2C End B2C Accelerated Run

2012 is a critical year for the e-commerce industry.

The bloody battle will escalate and industry consolidation will begin.

Against this background, it is difficult to distinguish who is in the defensive position and who is in attack.

It can be expected that all electric business enterprises will attack and defend ahead of time.

It's just that some people run fast and others run slowly, depending on their families.

The cold winter of the electricity supplier capital market is not equal to the cold winter of the electricity supplier, because the consumption demand of online shopping has not been reduced and there is a trend of further expansion.

However, it can be expected that the Matthew effect of the electricity supplier industry will intensify.

80% in three years.

Ma Yun (micro-blog) said in early 2011: the next ten years, the vast majority of e-commerce enterprises will go bankrupt, implying that the future competition in the e-commerce industry is brutal.

According to statistics, the average life expectancy of Chinese small and medium enterprises is 2.9 years, and by what business enterprises can live more than 3 years? Therefore, Ma Yun's prediction should be changed to: 80% of the electricity providers in the next three years.

2012 is the year of B2C failure, which coincides with the view of Jingdong (micro-blog) mall board chairman Liu Qiangdong (micro-blog).

In early 2010, he pointed out that at least 5 large B2C e-commerce companies will end in 2012, and more than a dozen B2C will be shut down.

Although the rise of e-commerce industry is not long, it also follows the law of development in most industries: in the early days of competition, the number of Companies in the industry is constantly expanding and there is a hundred schools of thought contending. With the gradual maturity of the industry and the survival of the fittest, the number of companies will also drop sharply.

2012 will be the first year for China's B2C industry to mature, and also the beginning of a wave of sand.

C2C war is over

When it was founded, it announced that the "product convergence network" to dismiss Taobao in three years was declared bankrupt at the end of 2011.

In an interview with the media, its founder stressed that the lack of funds has led to the collapse of product mix.

Then, Shanda went on to clarify that there was no investment in the grand gathering, and the collapse of its products had nothing to do with it.

Is capital able to change the fate of clustering failure? Obviously not.

Because this is not an era of traffic dominated electricity supplier, if it is to fight traffic, Baidu's own and later with Japan's Lotte cooperation Lok cool days (micro-blog) is not so dismal operation, if you can spell traffic, Tencent will not fight hard to invest in good buy, Kelan diamond.

To put it simply, the war of C2C's pure platform has long been over. From eBay to China, to Baidu, there is pformation. Although Tencent is still working hard, it is no longer the original C2C.

In C2C, Taobao's position as a dominant place is a foregone conclusion.

It is because of the end of the war of C2C that Taobao has made several major operations over the past two years.

In October 2010, Taobao mall was independent of Taobao, followed by the Taobao logistics plan, which was announced in January 19, 2011, which invested 20 billion to 30 billion yuan. Then, in July, Alipay (micro-blog) was separated from Ali group.

As a giant in the electricity supplier industry, Taobao has made so many moves in the past year precisely because it has seen the essence of China's C2C market.

B2C begins to run faster.

This is an era of accelerated capital driven business. According to the latest data of the Qing research center database, 272 investment events in China's e-commerce industry have been disclosed in early 2005 ~2011, and 199 of the investment cases have been disclosed. The total amount of investment disclosed is 6 billion 272 million US dollars, with an average investment of $31 million 519 thousand and 800.

Among them, in the early 2011 of 1~12, there were 92 investment events in China's e-commerce industry, of which 77 were investment cases, and the total investment amounted to US $4 billion 691 million.

That is to say, the total amount of financing in 2011 is two times more than that of the past five years.

These financing will mainly invest in the next two to three years.

Therefore, for the entire electricity supplier industry, 2012 is not the B2C decline year, but the acceleration development stage.

Only the way of development is the two level differentiation: the electricity supplier who gets the money will use the funds to strengthen the "internal strength" training, and the cash flow will develop steadily. The B2C enterprise without the cash or cash flow overdraft will fade and fade out of the public view.

Traditional enterprise

Xu de Hong

In the capital cold winter, the traditional enterprise electric business can "attack" also can "defend", 2012 is the traditional enterprise electric business break through the best strategic opportunity period.

Through sorting out and analyzing the cases of traditional enterprises doing business in 2011, we should find out a clear thread of traditional enterprises' development of e-commerce.

Suning.com (micro-blog): black horse runs fast.

Suning.com, founded in 2009, is the biggest black horse in the electricity supplier industry in 2011.

The report on China's online shopping market released in 2011 by IARI shows that suning.com has become one of the second independent sales B2C enterprises, with sales reaching nearly 5 billion 900 million yuan (AI data), which is second only to Jingdong mall.

In this report, the first appearance of two traditional enterprises B2C.

In 2012, suning.com raised a high profile of 30 billion yuan.

In the long run, traditional enterprises will be able to take advantage of the electricity supplier, which is very good in suning.com.

Suning.com went through the 2011 year of the year of the exchange of fortune and the large-scale expansion of the category in the second half of the year, and increased sales promotion. In 2011, it has made considerable progress.

As a traditional business enterprise, Suning can share the five traditional advantages of the existing supply chain integration, logistics, talent, customer service, information system, and so on. It is unreservedly shared to suning.com. It is evident that Suning chairman Zhang Jindong wants to make "online Amazon (micro-blog)" determination.

The B2C competition in the 3C field is extremely fierce. In 2012, the pure electric business company will slow down the development speed. Suning.com can take advantage of this gap to continue to expand the market share and further narrow the gap with Jingdong mall.

However, for Suning, a traditional 3C retailer, it is very difficult to realize the expansion of the whole category. The supply chain and category talent construction is the biggest challenge. Too much pursuit of short-term scale and speed of development will often result from a lack of foundation and haste.

Suning.com still has a long way to go to achieve the goal of "online Amazon".

Gome: challenge on two platforms

In November 22, 2010, Gome announced the acquisition of 80% of micro-blog's net share, which is an important move for Gome to make up the lesson of e-commerce. It has achieved the strategic goal of the curve entering e-commerce.

In April 20, 2011, Gome and its own brand "Gome mall" e-commerce website appeared, synchronized operation of two platforms, accelerating the pace of developing e-commerce business.

China's online shopping market report released in 2011 by IARI shows that Coba network accounts for 2.6% of the B2C market of independent sales, with sales of nearly 2 billion 200 million yuan (AI data), and achieved an expected result in the 2011 3C business card battle.

Gome entered the electricity supplier at a bad time. There were Jingdong mall, suning.com, Yi soon network. After the new egg (micro-blog), Huaqiang North online, the five hundred cities struggled to catch up, the taste of sandwiched in the middle was really uncomfortable, and the future of its electricity supplier was worrying.

From GOME's acquisition of electronic business to its independent B2C, Gome is clearly at a strategic stage in its e-commerce strategy, and the integration challenge after its acquisition (team integration, ideology and corporate culture) is also a real challenge facing Gome.

In the case of internal and external troubles, Gome in the 2011 electricity business campaign obviously can not be pretty, but as an old retailer with the advantage of traditional channels, if we can make adjustments in the electricity supplier strategy, understand that the fish and bear's paw can not have the same reason, concentrate on the single platform, and squeeze into the top three 3C B2C targets in 2012 is still possible.

Excellent purchase network (micro-blog): the superior ambition of latecomers

In this age of not bad money, 2011 was the most tragic year of shoe B2C.

The timing of online shopping on June 2011 was not ideal.

Mid year Internet dominant media

The rapid rise of excellent purchase network is accidental and inevitable.

As early as November 2009, BELLE set up the Ministry of electronic commerce, launched the independent mall, Tao Xiu network, and at the same time Taobao and network channels for distribution of water test business, through the Taobao platform, first groping the traditional brand to enter the electricity supplier mode, within a year, the sales volume of over 100 million yuan, which allowed BELLE management to see the growth potential of the electricity supplier, boosted the confidence of the development of the electricity supplier business.

After more than a year's supporting role, the integration of the original Tao Xiu and network channel resources advantages, in addition to CEO Zhang Xuejun, but also heavily introduced in the electricity supplier industry has many years of experience of the former Jingdong mall vice president Xu Lei served as CMO, van guest former vice president Zhang Xiaojun served as COO, composed of the dream of electric business team, excellent purchase network sword refers to the status of footwear B2C boss's ambition is very obvious.

BELLE's e-commerce road is worth learning from traditional enterprises. BELLE strictly follows the best path development of traditional enterprise wading electric providers, providing an excellent reference template for traditional enterprise wading electric providers.

After half a year's savings, it is foreseeable: both electronic and business, which can be the first choice for other traditional enterprises, with only one choice of two.

It can be predicted that in 2012, the overall efforts of the excellent purchase network will make the B2C battlefield of the footwear industry again become more popular, and the position of the shoe B2C boss is the ultimate goal.

It is inevitable for traditional enterprises to enter the electricity supplier in 2012, but we must also clearly realize that the market is not easy.

Traditional enterprises enter a large number of business routes, or rely on Taobao, or outsourcing, or self built B2C platform, the understanding of the electricity supplier is different, positioning is different.

But for the current development of traditional Chinese enterprises, the mode and risk of relying on platform development is far less than the risk of self built B2C platform.

Therefore, the traditional enterprises must first think about the way to enter the electricity supplier: to be a platform or to make a brand? Because at present, for the vast majority of traditional enterprises, the e-commerce and the business can only be a problem of two choices.

Bong buy: after diving, light up.

In 2011, the scale of China's apparel online shopping market will reach 204 billion 900 million yuan, an increase of 94.7% over 2010.

As of the end of 2011, the traditional front-line clothing enterprises almost all over the line to carry out e-commerce business, or Taobao or self built B2C, traditional enterprises to enter the clothing e-commerce has become an important driving force for the clothing online shopping market in 2011.

In the background of traditional clothing enterprises' touching the net, the stripping of Bong and Bon apparel has become the negative teaching material of traditional enterprises to do business.

In September 29, 2011, the US bond clothing announcement said: "take into account

However, on the one hand is the announcement of stopping investment, on the other hand, the advertising on the Internet and Beijing Metro is unprecedented. Under the impetus of media speculation and advertising bombing, the Baidu index is rising.

The state investment network of Bon bought a good play.

Rather than Bong's net stripping of the American Apparel business, it is better to say that its strategic turn is a well planned "diving".

BPN has been testing water business for more than a year, and has experienced the gradual optimization of talent echelon, supply chain, IT system and logistics. The short board has basically been made up, and it is only waiting for strength.

As a traditional costume, the pioneers have obvious advantages.

Therefore, I would like to take this "peeling" as an understanding of Zhou Chengjian, chairman of the American Apparel Company (micro-blog), which has a clear understanding of the business of the electricity supplier.

It is understood that the recent ROI market data of BNN's market has gradually increased, and it is very likely that in 2012, it will make full efforts to seize the market share of clothing B2C and become a model of the traditional clothing enterprises.

Group buying website

Jie Ji

In 2011, for group buying industry, it is a year from boiling point to freezing point.

According to the 2011 Bulletin of census data of the national group buying website from the leading group network, by the end of 2011, 1968 group buying websites had been closed nationwide, accounting for 33.5% of the total number of group buying networks.

In 2012, the group buying industry will accelerate the shuffle.

Resource group buying: optimization and openness

For group buying website, in 2011, the important reason for burning money is traffic.

When capital is low and there is no money to burn, the group buying website with natural flow resources shows advantages.

By the end of 2011, Alibaba (micro-blog) group buying platform Juhuasuan announced its independent operation in the form of corporatization. At the same time, it announced Juhuasuan's open strategy in 2012, fully open up tens of millions of active users of Juhuasuan and 600 million yuan loans from Alibaba group's Ali finance and 600 million yuan of venture capital alliance.

Initially relying on Taobao platform with huge traffic, Juhuasuan finally started its own platform.

According to statistics, the total volume of Chinese group buying in 2011 reached 21 billion 632 million yuan, of which Juhuasuan contributed 10 billion 35 million yuan.

It can be seen that the potential of group buying websites with flow resources depends on large platforms.

Obviously, Juhuasuan's openness is to pform itself into an open one.

However, it is not easy for Juhuasuan to "comfort" its own large volume purchase website.

A group buying industry insiders said that because of the coincidence of users themselves, the flow of large volume purchase sites with Juhuasuan has little significance.

In addition to Juhuasuan, relying on Renren (micro-blog) platform group buying website glutinous net (micro-blog) is also expanding in the market, its CEO Shen Boyang (micro-blog) told reporters that now the group buying barbarism stage has passed, and the more sophisticated operation era is coming. When consumers and businesses return to the rationality, businesses become better, so glutinous rice should take advantage of this opportunity to accelerate the pace of outward expansion to make the business deeper and more thorough.

Shen Boyang revealed that in November 2011 and December, the average monthly growth rate was over 20%, and the single day conversion rate of glutinous rice net in Beijing exceeded 14%.

After choosing the opportunity to expand and the bubble burst, a large number of employees in the group buying field were laid off, and the price of talent dropped.

After large-scale expansion of several large group buying websites, the glutinous rice network has seen the potential cities in the country and what cities are not suitable for group buying by studying the data, which can directly take other people's failure experience as a reference.

Another example is the public comment. Originally, the public comment was a gourmet community.

But relying on the user base accumulated by its community, its group buying has also made rapid efforts, especially the sharp increase in mobile client traffic, which has brought a rapid increment to its group buying business.

Capital group buying: upgrading + pformation

Barbaric growth will bring group buying into a chaotic operation and extensive operation. When capital recedes, those group buying websites that once relied on burn out expansion began to take management upgrading or business pformation.

Wang Huiwen, vice president of micro-blog group (micro-blog), bluntly stated in micro-blog that any marketing method would become defensive work when he became a simple replica, and offensive marketing should have another way out.

The implication is that the current group buying mode needs to be defensive work and how to spend the winter. Wang Huiwen, who first called out the "winter theory", said that the key to group buying competition is not competition on resources, but competition in detail services. Every detail of business screening, copywriting and service must be meticulous operation and consumer service.

And how to make the service of national regionalization sufficiently standardized, and the low cost of centralized operation will become the key to the survival of the next group purchase.

Feng Xiaohai, CEO, said that the focus of attention now is profit.

"After precipitation users have already attached great importance to the brand, and next is the ability to cooperate with the brand, to provide users with services."

Shen Boyang pointed out.

As consumers return to reason, they no longer blindly pursue the low price, but prefer the group buying project of brand merchants. This is confirmed in the group buying websites such as glutinous rice, American group, handshake and so on: the catering service of the big business is able to buy thousands of groups even if it only has 6~7 discount (168 yuan).

Therefore, for capital group buying enterprises, how to select quality businesses and enhance service quality together with businesses will be the key to competition.

In addition to upgrading, it is pformation.

China's group buying website relies on

Leading group network "2011 national group purchase website census data bulletin" shows that although many previous group buying websites are in operation, the website has switched to the group buying domain.

From page content analysis, the following directions are changed: shopping mall, web site navigation, rebate network, community website, Taobao store, enterprise website, life service network, movie website, etc.

Last year, a number of vertical group buying websites used existing traffic to enter B2C mall.

Analyst Wu Xuefei said the B2C mall has complex supply chain systems and management systems, and the pformation B2C, the supply chain is missing from the group buying website.

The first B2C pformation of the United States CEO Chen Ou said that after the pformation of the mall, a new challenge to the supply chain system was put forward, which not only needed to focus on the new business portfolio, improve delivery performance, but also need to speed up shipping speed, inventory turnover, customer satisfaction and query response time.

Group 800 co founder Hu Chen analysis, "PC+ group buying" with the "mobile Internet + coupons" local consumption platform mode, may become group buying website in 2012 a new round of popular trend.

Platform electricity supplier

Jiang Rong

Matthew effect upgrading of the electricity supplier industry, the first tier enterprises have already pformed from the original vertical electricity supplier to an integrated platform.

After the 2011 horse racing enclosure and price spree, the development of platform enterprises in the future will focus more on meticulous management and user experience.

Tmall: Online shoppingmall hits the road

The first press conference of Taobao mall in 2012 was to announce its renaming of Tmall.

Although Ali is positioning Tmall as the B2C in its e-commerce ecosystem, in fact, Tmall's model is totally different from other B2C.

If Amazon (micro-blog) and Jingdong (micro-blog) are retailers, then Tmall is actually a shoppingmall, which does not earn retail profits, but commercial real estate "rents".

Tmall, which relies on Taobao (micro-blog) platform, grew from Taobao to independent and merged.

With the rapid growth of China's B2C mode, Tmall has also stepped up its own independent pace.

In November 2010, an independent domain name was launched, and it was separated from Taobao in June 2011 to manage and operate independently.

In October 2011, the introduction of the new rules triggered a uproar, but the aim was to complete the classified management and upgrading of the market merchants. After that, coincided with capital winter, Taobao mall introduced 38 independent B2C.

In January 11, 2012, Taobao mall announced its new name, Tmall.

Although President Zhang Yong did not admit it, some people in the industry took it.

Zhang Yong disclosed that the total volume of pactions in Taobao mall in 2011 has exceeded 100 billion yuan, 3.5 times that of 2010, and the number of independent visits per day exceeded 10 million.

In the entire e-commerce industry, Tmall seems to have no competitors, no matter how big the scale and business models are.

However, with the rapid growth of the number of commercial households, the hidden troubles of foreign B2C, the quality of service and the quality of goods still exist.

If Tmall does not control goods and controls information flow, its management boundaries will become larger and larger.

How to integrate large and small businesses under a management framework, how to make users experience uniform and high-quality services is a challenge for 2012 or even longer.

Amazon China: "lurking" force

Amazon China is a "latent" competitor for other electric business enterprises. It is very low-key, which is interpreted by some media as Amazon does not attach importance to the Chinese market.

In fact, as a rare multinational company in e-commerce, Amazon's market strategy is biased towards stability.

Take the third party open platform business as an example, in 2008, Amazon's global trading volume from the third party open platform accounted for more than 30% of the total share of the Amazon platform, and maintained steady growth in recent years.

Amazon's revenue from third party sellers is mainly based on GMV's royalty.

The data show that the operating profit margin (10%~15%) from the third party seller is much higher than that of the self operated business.

Nevertheless, in China, Amazon did not rush to open platform business. Its competitors Dangdang (micro-blog) network and Jingdong mall launched large-scale open platform business in 2010. Amazon did not officially open the platform until 2011, and attracted many international brands to enter.

Amazon China never publishes its trading data.

Its biggest advantage is Amazon's supply chain system's technical advantage. With its inventory and logistics system layout, this advantage is more and more apparent. In late October 2011, the 120 thousand square meter warehouse of Amazon Shanghai Kunshan center was put into operation. So far, Amazon already has a total storage center of 400 thousand square meters in China, and the scale of storage center of the same scale should be increased in 2012.

Whether the self operation business needs such a large storage area? The answer is obviously not the case. Amazon, which opened the platform in 2011, will certainly increase its investment in 2012. Although Amazon's strategic decision is restricted by the US headquarters, it can not be as high as the local electricity supplier, but it will grow stamina. However, whether it is cash reserves, technology system, warehousing logistics layout and team, Amazon China will be an endurance player in the long distance running of the electricity supplier.

Of course, the integration of American style management and technology with the characteristics of Chinese market will be a long-term proposition.

Jingdong Mall: burn money on hardware

Who is the rival of Jingdong mall? On the surface, it is the Taobao department.

Recently, the online shopping data released by a scouring net has been a war of words between the two sides.

In 2011, the war between Jingdong and Taobao was very high-profile, from ending cooperation with Alipay (micro-blog), and then publicly rejecting the grab of a net.

Liu Qiangdong (micro-blog) made no secret of his toughness in competition.

Liu Qiangdong, who has walked through the market competition, knows that competition has not really started in the incremental market at the beginning of the development of the industry. Once the increment slows down, the real fight in the industry will start.

For electrons

There is no doubt that the Taobao department will be a big mountain for Jingdong to compete in the future.

Because Jingdong's scale of pactions has accounted for 1/3 of B2C market share, faster growth can only dig Taobao's market share and pull Taobao users.

Liu Qiangdong put the competition's grip on improving user experience.

After three rounds of financing, Liu Qiangdong spent a lot of money in warehousing and logistics. In addition to building Jingdong's own logistics team, he also invested heavily in establishing the largest warehouse in Asia.

In the industry, the first launch of the "211" user experience standard forced Taobao to accelerate investment in logistics, and had to accelerate the upgrading of the threshold of merchants, and had to increase the crackdown on fake products to stabilize its preferred online shopping entry status.

Jingdong mall, which burned money on hardware investment, also stepped up its investment in brand promotion in 2012. The advertisements endorsed by Honglei Sun are flooded with all kinds of TV channels.

In fact, for Jingdong mall, its biggest competitor is itself rather than the Taobao department, because Jingdong mall is a retailer, while Taobao department is a platform mode.

With the expansion of Jingdong paction scale, commodity management, user management and cost control will pose great challenges to its own management.

Dangdang: uncomfortable price war

In November 16, 2011, Dangdang released its third quarter financial report, showing that the income in the third quarter was 908 million 900 thousand yuan, up 50% over the same period last year, but the net profit deficit was 73 million 400 thousand yuan.

According to the financial report, Dangdang net loss is mainly due to Strategic Logistics input, gross profit reduction, low price strategy implementation, and rising marketing costs.

Data show that Dangdang net gross profit margin in the third quarter was 14%, a year-on-year decrease of 11%.

As the first listed company in the electricity supplier industry, Dangdang has had a hard time in the era of e-commerce.

Although the scale of the entire online shopping market has been expanding continuously, e-commerce companies have been burning money and running horses and have been unable to make profits.

For a Jingdong with huge financing, it is an inevitable choice to scale by burning money.

Therefore, Jingdong's books and categories will start price war on the line, and for Dangdang listed companies, this kind of price war without profits is obviously uncomfortable.

Dangdang and Amazon China (formerly excellent network) have always been old rivals in the book industry.

A few years ago, Amazon acquired excellence, and the market share was left behind as a result of its adaptation cycle to the Chinese market.

The competition of Jingdong mall to join the book market has given Amazon an opportunity to catch up.

Although department stores also have strong sales momentum (152% growth in the third quarter), the continuing price war and the online book market in the three countries will pose a great threat to Dangdang.

Although the e-book strategy has been launched recently, e-books are hard to make contributions in the short term.

7 major vertical areas "good play connected"

Li Cheng Dong

3C market structure has been set.

Fighting for ten years, as early as a few years ago, Jingdong (micro-blog) mall took the 3C status from the new egg (micro-blog) network. Today, Jingdong is already the largest comprehensive platform with the help of 3C category.

In 2011, Yi soon network achieved rapid development after obtaining investment from Tencent, with sales exceeding 3 billion yuan over the new egg net.

Class 3C has experienced ten years of brutal competition.

Big appliances: big players' Casino

We will be one of the biggest attractions in the 2012 electric field.

However, this industry is the casino of the big players from the beginning, and the small players have no chance.

In 2011, Jingdong also had billions of dollars in sales in this field.

This is just a drizzle for the household appliance industry, which is trillion yuan a year.

In 2012, it will be a crucial year for us.

The goal has been made public, and billions of scale is needed in 2012.

Zhang Jindong, chairman of Suning Appliance (micro-blog), has invested millions of money in hiring talented people and has great expectations for suning.com (micro-blog).

For the Jingdong mall, the category of household appliances is of great importance. Only in 2012 can it achieve a better bargaining power and get a higher return point.

The advantages of Suning and Gome are purchasing advantages, as well as the distribution of logistics resources and professional services of household appliances in the whole country, while the advantages of Jingdong are controllable user experience advantages and the ability to provide comprehensive Commodity services to users.

It is still difficult to judge who will be able to sit on the top of the household appliance business in 2012. It can be predicted that the price war of household appliances will be fierce.

Books: seating will change.

Books are more mature than 3C. In the past 2011, it became the leading role in the price war as a "promotional product". This is the electricity supplier Book War, which has been broken down.

Although it is an old category, it also attracted enough attention in 2011.

As a product of cultural products, the scale is very small, but the total amount is only 20 billion to 30 billion yuan (except for supplementary books).

But books for electric business enterprises, is a very tempting category, one is the comparative standard, the two is the book industry accounts for a long time, in addition, books are a category that can bring traffic.

Because of this, Liu Qiangdong (micro-blog)'s high-profile entry into the book market has triggered a war of words between Jingdong and Dangdang (micro-blog).

In 2011, the top three online shopping books were Dangdang, Amazon (micro-blog) and Jingdong.

Of course, in 2012, Amazon's books will probably catch up with Dangdang, while Jingdong books will continue to increase market share. Dangdang's 2012 will continue to be tough.

Clothing: opportunities in subdivision

In the field of clothing e-commerce, who has the largest market share? Is it a customer? Obviously not.

Customers are only the most popular clothing brands on the Internet.

Because clothing is a very low concentration industry, this industry has become the most subdivided category. In other words, it is also the most frequent category.

At present, casual clothing is the biggest customer, high-end clothing is the largest Martha Maso.

There are more subdivisions on the Taobao platform. Han Du Yi house, seven grid, and split silk represent the dominant brands of different styles of women's clothing.

And the biggest green box of children's clothing, the largest of the men's shoes, and the underwear are the songs.

Actually, it's not the biggest.

Therefore, more subdivision areas will appear in the clothing category, and competitiveness lies mainly in positioning and consumer research.

In 2012, the accession of offline traditional brands will bring huge competition to the Internet brand. The advantages of traditional brand supply chain and quality control will make the garment industry return to the quality itself.

In the future, who will become NO.1 in clothing category is still far from conclusive.

Footwear: staged "War Within Three Kingdoms"

Footwear as a very special vertical

In addition, the market is always in a state of change. Not long ago, Le Tao announced that it had won a new round of financing.

It can be predicted that in 2012, shoes will be staged vertically, and War Within Three Kingdoms will be more competitive.

The three players are good at each other, and small players have no chance to join the war in this field.

Diamond jewelry: Battle for resources

Diamond jewellery, a vertical product, appeared extremely low-key in 2011. This is not a vertical market for e-commerce, which is based on price war and relies on price advantage.

In 2011, Kelan diamonds received tens of millions of dollars of investment and potential resources from Tencent, and Zocai, who relied on Taobao platform, also got billions of dollars in financing to build his own diamond empire.

The biggest advantage of this industry is that diamond jewelry is a product of constant appreciation, and even without sales, there is no risk of inventory.

Therefore, the competitiveness of diamond jewelry industry lies not in e-commerce but in resources.

From the perspective of resource advantages and tactics, Kelan diamond has already formed a competitive edge in the field of electronic commerce, but it is still an industry with opportunities for enterprises with resources.

Luxury: internal financing after frantic financing

Luxury e-business is the most crazy vertical field in 2011. No one can understand which luxury electric business is the biggest, such as vip.com, Jiapin, excellent public network and Fifth Avenue.

As the supply chain is weak, the brand is very concentrated, and the demand for single day market is limited. As online shopping products, luxury goods seem to be immature, while Jingdong mall, Amazon and other integrated platforms are involved in luxury sales, which seems to win users' trust.

For vertical B2C, there are not many sales platforms in the industry. These houses have been established for a relatively short time. After the crazy financing in 2011, the mule was basically a clue in 2012.