Where Should The Electricity Supplier Of The Platform Level Competitive Clothing Industry Go?

< p > recently, the biggest news in the Internet industry is Baidu's acquisition of wireless 91 at the cost of 1 billion 900 million US dollars.

Even the commentators who are most applauded by Baidu have to admit that the acquisition has a strong defensive nature, saying that Baidu has a favorable position in the mobile Internet.

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< p > Baidu's acquisition of wireless 91 is no more than a couple of reasons: 1, 360, the possibility of M & A Sogou is greatly increased, plus 360 in the upper level of the channel, the search engine market is likely to have a situation of dual male and female cooperation, and Baidu's share price will fall further.

2, Baidu has no strategic products such as WeChat and micro-blog in the mobile Internet market. Mobile app is considered an alternative to search engines. M & a wireless 91 can occupy an important app distribution channel.

If 360 completes the acquisition of unlimited 91 and Sogou at the same time, Baidu shares will fall sharply, which is intolerable to Baidu.

3, Baidu is not a platform company, and lacks a real "moat".

Most observers do not realize that Baidu is a super powerful application tool, but the tools are not equal to the platform, and the platform has powerful defense functions.

Baidu is so vulnerable and threatened by many market participants.

The Internet economy is moving towards platform level competition, and non platform enterprises may pay a heavy price.

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< p > if platform level competition is not enough to attract enough attention, then look at Google and apple.

Google has a Android system that is contended with apple IOS outside search engines, which extends the scope of Google's big data to the mobile Internet.

The biggest difference between apple and NOKIA is that apple is a platform company, while NOKIA is not.

Only in this way can we explain why in just a few years, Apple Corp can rise up and step up the NOKIA with extremely rich channel resources.

Platform based enterprises are completely subversive to traditional vertically integrated enterprises, because the former converts small and medium-sized enterprises and developers on the same platform to fight more and less.

Platform level enterprises do not emphasize core competitiveness, and their strength comes from the symbiotic force and the speed of collective evolution of enterprise clusters and developers.

It is foreseeable that more traditional large enterprises will pform to platform level enterprises, otherwise they will face a devastating blow.

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Take the liquor industry as an example, the sales of liquor enterprises depend on the market of P, group buying, catering and nightclubs.

With the collapse of the public consumption market, a big distributor of Wuliangye's quarterly sales fell by 80%.

Most of liquor distributors belong to regional enterprises. When the group buying market of profit source is extremely depressed, the regional market becomes chicken ribs. In this case, many dealers begin to test the water in the electricity supplier.

However, they will encounter a problem, lacking a liquor business platform with strong selling power.

Brewmaster network is similar to Jingdong mall, which is dominated by buyer system, and the platform attributes are not enough.

The real business platform will differentiate five formats: C2C, B2C, C2B, B2B and O2O according to the product life cycle.

In every format, the electricity supplier may find a profit point instead of price competition in a single format.

Platform level competition is not a simple Tmall mode, but a platform driven mode with highly developed specialized division of labor and intensive retail formats.

This mode will lead to a large number of offline manufacturers and merchants moving to the online industry, which will make commercial real estate companies and offline businesses extremely unhappy.

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< p > a miracle of e-commerce in China is the largest electricity supplier in Hangzhou, instead of big cities such as North Shanghai and Guangzhou.

One of the reasons is that the professional division system of SMEs in Zhejiang is extremely developed.

The advantage of e-commerce is not only from the flat and facilitation of the channel, but also its low cost competitiveness is deeply rooted in the specialized division system under the line. With the deepening of the platform economy, the offline division of labor system will become an online division of labor, so that we can continue to maintain low cost and continuous innovation capability.

At present, the migration of the lower division of labor system to the online division system has not yet been completed, and the platform fees have become very high.

No professional division of labor, from a single enterprise to see the size is small, so the cost advantages and innovation advantages of the electricity supplier are no longer prominent.

Without professional division system, there will be no low cost, no lean, and the electricity supplier will regress.

Now, to discuss the competitiveness of individual businesses, such as channels, brands and financing, is actually very short-sighted.

The electricity supplier must rely on the platform to survive, and the platform relies on the professional division system to have vitality.

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< p > apart from the specialized division of labor system, < a target= "_blank" href= "http://www.91se91.com/" > clothing < /a > e-commerce platform level competition has the following trends: first, the self media of clothing business.

Now more and more clothing business CEO rely on the media to promote enterprises.

This is not surprising. Xue Maizi gained great popularity from the media.

Clothing suppliers rely on CCTV to do marketing, which is too OUT, and users can not form a close relationship, but also pay a high price.

The media business of clothing businesses also means promoting themselves in the professional crowd, because the electricity supplier actually has strong social attributes, and relies on social networking to solve the problem of scarce resources.

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< p > two is the socialization of business enterprises.

Corporate social development is slow in China, but the value of the Internet lies in the formation of a group of wisdom and access to group resources.

The socialization of enterprises can rely on all kinds of clubs under the line, or rely on more convenient WeChat groups.

The scarcity of social networking will give some remote areas electricity providers less information.

Social resources can not be concentrated in the hands of the most creative enterprises.

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< p > three is the formation of cross channel.

At present, the channel of the electronic business platform is still very single, so the channel distribution ability is greatly restricted.

The C2C, B2C, C2B, B2B and O2O convergence mentioned above is an improvement, but more importantly, the pluralistic main body has entered the field of electricity supplier and interconnected with each other in five formats.

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< p > at present, many electric providers realize that fresh products are a large category, but big products need large platforms.

The sales capacity of the platform must be super strong.

Because the real estate economy has raised the operating cost of the retail industry under the line, the retail formats such as convenience stores can not develop.

And the vertical electricity supplier's puzzle is that in addition to large-scale comprehensive platform, whether there will be a number of distinctive small business platform in the market? Vip.com actually gives the answer.

In the five formats of C2C, B2C, C2B, B2B and O2O, it is a new platform to select several formats to form a combination.

Besides, it's business secret.

For enterprises such as Jingdong mall, it is possible to consider outsourcing some subdivision platforms instead of running them all.

The electricity supplier is still very interesting, and the mobile Internet payment is still a difficult problem.

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