With The Decline Of Fans, Wang Luodan Also Returned To Hong Kong.

< p > this article starts from the founder's point of view to discuss the fundamental problem of the decline of the customers. It is readable and can be free from vulgarity. It is widely used for reference to the founders who are starting a business. The following is the full text: < /p >

< p > this analysis article also does not mean that everyone pushes the wall down. Even this article can be said to be borrowed from the old age of customers.

At the same time, we really think about the truth of the decline of fans, instead of being influenced by their own so-called public introspection.

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< p > < strong > truth one: the founder who did not earn money, with a group of star teams who did not earn too much money, did not know how to make money.

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Less than P, the experience of old age does not need to be repeated. It can be compared with Liu Qiangdong's money making in Zhongguancun to open a store to buy goods and Ma Yun's plation agency to make money, and gradually build up a core team, though grass roots, but understands business and knows how to make money.

Learn about the trend of e-commerce development, and make money through the way of making money for enterprises and MOFTEC to build a website, cut into the B2B field of e-commerce, continue to make money, collect membership fees, expand the scale of financing and develop other business models, and design profitable path and gradually establish a sound business system; for example, Liu Qiangdong, SARS has led to Liu Qiangdong's 8 entity shops having no business to do, forced to enter < a href= "http://sjfzxm.com/news/index_s.asp" > e-commerce > /a >, and get capital support after the scale development, and grasp the key direction of breakthroughs. Ma Yun, for example, goes to the United States.

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"P" and "old age" are different. They have always been professional managers. The biggest aura comes from Jinshan and Lei Jun's internal project, excellent network. After being bought by Amazon, the market opportunity of PPG is going to collapse.

During this period, there was a failed entrepreneurial experience. This is no longer said, but it can be judged that the old age did not have much experience in making money, and basically a very smooth career.

In fact, Lei Jun is the same, but he can see that he is faster than Chen. It is through selling excellent investment experience that he knows the great difference between working and starting a business.

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It takes two years to reflect on P. It also illustrates this point. And in my own experience, I can feel that I haven't seen myself through my old age. At least, I dare not admit the truth I'm talking about now, because it makes him unable to face himself and investors.

But to tell the truth, making money is really too difficult. As a result of this, many professional managers who are listed on the market after rapid development of new businesses or sell without profit are also the problem.

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< p > it is also a question of running away from the old age and founding the first engraving of Xu Xiaohui. First, I declare that I do not intend to offend my brothers in this way, but only in this way can we see ourselves clearly. If we do not agree with this aspect, we can study the a href= "http://sjfzxm.com/news/index_s.asp" over the past few years, according to my method.

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< p > < strong > truth two: who will earn money and whom I will learn, and who will be able to get capital to approve who I will learn.

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Less than P, I doubt that the old age and its team will not make money. I believe it was in the early days of everyone, but the voice was relatively small.

It is estimated that deep in the heart is also aware of this, but not publicly acknowledged.

Under this kind of psychological guidance, the change after the customer has become very well understood, from PPG to get financing, to learn Dangdang to expand the category to get financing, and to learn Jingdong to build logistics companies such as Feng Da, learn Taobao mall to do V+, learn vip.com to do special sale.

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For business risk, I think it's not impossible to expand the category, but it's not a rhythm, not a temperance. It's not scientifically based on my audience and ability. Later, I made such a mistake in my own business. I wanted to increase the sales scale, get capital support and estimate an old idea by expanding the category, so it's really easy to practice criticism. To do V+, my opinion is sure to lead to the loss of the original top management team. Shortly after the article was written, the two vice presidents announced that they had left, because the founding team was rushing to become an P brand, and it had been working hard. < p > I have written articles about these practices.

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It's a good thing to turn V+ off this year, but it's a good thing to learn from vip.com. At the beginning, I always thought that it was the old age that made the platform never die. Later, I realized that it was money making and making money before I knew it. It surprised me: this team really thinks that making money is easy. Vip.com can make money like this, and the effort and resources that can be easily replicated by customers. By this time, I realized that this is the truth, because they do not know how the customers of their own brands should make money, nor do they know how V+, as a platform V+, is making money, and is not very clear about how to make money.

I don't know if the capital is willing to invest money so that they can continue to pay tuition fees to learn this. But we have to make sure that enterprises are not schools, but profit making institutions. You can not make money now, but we need to design clear profit paths.

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< p > < strong > truth three: it is impossible to grasp the key points and not to build the core competitiveness of enterprises.

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< p > for all customers, the key is not to learn who and who to be, but who you are and what your competitiveness is; to be sure, no enterprise is taking marketing as the core competitiveness, including the Apple Corp; if this is the core competitiveness, the world should be controlled by advertising companies.

For Jingdong, his core competitiveness is logistics. For Ali, his core competitiveness is business operation capability. For Tencent, his core competitiveness is to make products.

Of course, everyone built a brand -- a brand that no one can speak clearly.

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The core competitiveness of P is not mobile phones, but MIUI's operating system, and mobile value-added services that can earn a lot of money.

On this basis, the marketing of millet will be useful and lasting. Only after all, millet is the mobile phone industry. If customers are doing fairly well because of millet, they really start the so-called "millet", which is actually the same as before. If it is for the new round of financing, then I have nothing to say. After all, the guest used this method to melt hundreds of millions of dollars, and has proved to be effective.

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< p > < strong > truth four: talent and system do not serve the business mode < /strong >.

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< p > after being a myth, everyone is going to be a lecturer to teach a traditional brand enterprise. In fact, if a brand is made, it should be a student. After all, the talent structure, echelon and matching organizational structure that Brand Company needs to build will not change much as a result of the accession of the Internet gene.

After seeing the organizational structure and talent composition of van guest, we can foresee that the plight of everyone is not old impetuous and radical. Compared with Liu Qiangdong, the expansion of Jingdong is more rapid. However, Jingdong has been adjusting to the structure of personnel and organization of retail companies and logistics companies, and has made efforts to advance according to the development path set by itself.

Therefore, if three vice presidents appear to be doing it themselves, they will become less strange.

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< p > < strong > truth five: aura, heavy marketing, light operation.

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< p > in my recruitment experience, I have met more than 20 people who have left or been laid off, and with the knowledge of the executives, we can intuitively feel the neglect of operators.

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< p > a lot of things in this year, such as over 20% of sales of mobile phone clients, and the implementation of mobile office, introspection, moving of customers, and suppliers' Arrears of money, etc., in fact, I do not feel like shouting.

If the enterprise is really in a crisis and really anxious, the correct approach can basically learn from the traditional bosses - "closed" and "low profile", and really put their minds and energies on the hard and tired operations to really make the target consumers feel the change and value without doing so much public relations and marketing.

Otherwise, in the case of small teams and limited energy, coupled with the company culture formed by the founders, the company will continue to relish all kinds of bodies, causing the company's resources to be continuously consumed by marketing. Then, in the upgrading of the network market, the sales will be weak, the confidence will be lost in the unclear positioning, and the introspection and death in the media exposure.

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< p > maybe words are too heavy, but my wish and starting point is sincerely hope that every customer as a representative of China's e-commerce brand can tide over the difficulties and return to the brand development path of steady development. First of all, we will become our respected href= a http://www.91se91.com/ "target=" _blank "clothing" /a "brand.

This article is just a wake-up call for myself. I hope to have some thoughts and inspiration for all the partners who continue to start their business. This is the value that this column wants to embody.

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