Amazon Ge Daoyuan Talks About The 2 Era Of Cross-Border Electricity Supplier

From 1 to 2, Ge Daoyuan has worked in China for a year. What changes have he made this year? What is the specific meaning of the 2 strategy and how to achieve the strategic goal of 2? I interviewed president of Amazon China. Ge Dao Yuan Sir.

Q: you have been president of China for a year. This year, Amazon China is at a critical turning point. What have you done this year and how do you evaluate yourself?

Ge Daoyuan: I want to sum up my work in the past year in three words.

First, "focus", I often told Amazon China team that we must concentrate on our business, and we must devote ourselves to our work. It has been 11 months since I took office. Our whole team has changed a lot in its work concentration.

Second, "decisive". I just joined. Amazon When I heard the biggest complaint from the Chinese team, it was that the speed of Amazon China was a bit slow and the decision-making process was a bit long. I think we must be decisive in doing things. In the past 8 months, I have made many decisions quickly, though not always correct, but at least I have made decisions more quickly.

Third, "decentralization" is very important to me. Why do I have to let it go? Because if I point out the direction for them, I should take a rest, sit down, trust our team, let them go. So far, I am very satisfied with the performance of the entire Amazon China. I think our team is better than before. They usually only need a little help to bring you better business development rhythm.

　 Q: this year, you are right. compete What are the feelings of such a keen Chinese electricity supplier market?

　 Ge Daoyuan: in the past 12 months, we have seen the Chinese market. In fact, it has always shown China's very strong technological strength and innovation power. China's economy is developing very fast and leading in the global market.

Amazon has always welcomed competition, because competition enables us to work harder and try to do better for our customers. It is our philosophy to strive to achieve the best for our customers.

Q: what are the implications and goals of your 2 era?

　　 Ge Daoyuan: we call the current stage "2" because our import and export strategy has been upgraded in an all-round way. In terms of imports, we have overseas direct mail purchase, offshore purchase and flash purchase and direct import, and the purchase experience will be greatly improved. There are also many new initiatives in export.

What is the difference between the 2 era and the 1 era? With the high-profile Amazon's "offshore buying and flash buying" coming on the line, we unveiled the curtain of the 2 era. Under this brand new mode, the pure overseas explosive products of Chinese consumers will be pre stocked to bonded warehouses by Amazon. After placing orders, all orders can be cleared quickly, enjoying an average of 3 days of logistics and distribution without difference with local shopping, and can be served even on the same day.

Perhaps you would say that flash buying is not unique to Amazon, but I want to emphasize that "quality assurance" is also our unique advantage in the Chinese market and other competitions. Thanks to Amazon's global supplier resources accumulated over the years and Amazon's global supplier management team with Amazon China, all the selected items on Amazon's "offshore purchase and flash purchase" are purchased directly from Amazon or overseas authorized distributors to ensure the source and quality of products. Quality assurance runs through Amazon China's overall international brand strategy. It is Amazon's DNA, whether it's "offshore purchase, direct purchase", "offshore purchase and direct mail" or our latest launch of "offshore outsourcing and flash buying".

In the 2 era, cross border electricity providers will continue to push forward. For example, besides Amazon's US website, Amazon's "offshore outsourcing" store will introduce high-quality products from Amazon's Europe and Amazon's many overseas sites during the year. Based on Amazon's global data, Amazon's European and Japanese sites are second only to Amazon's most popular international site for Chinese consumers. In addition, we will also unify Amazon China and Amazon's "offshore purchase" login account during the year, provide shopping cart functions and achieve more localized payment methods, which are also important goals and initiatives in the 2 era.

Q: what are the challenges to Amazon's capability in upgrading the cross-border strategy to 2?

　 Ge Daoyuan: in some ways, the cross border 2 strategy is easier for us than before. About 12 months ago, we released the international brand strategy. All the achievements of this strategy since its publication and implementation have given us more confidence in our strategy. As a leader, my confidence is stronger and my team's confidence is stronger. I can communicate with them more smoothly, because we have the same goal. This is what we need to do, and it is also a field we need to focus on. When we publish a new strategy or new business, it is usually not the best way to release it at the beginning. So we need to further enhance the customer experience and improve our service so as to make the shopping environment better and more convenient. On the contrary, it will also create better conditions for our strategic implementation. We will still work very hard, and we believe that 2 will be easier to implement than 1.

　　 Q: in the past year, you have taken the lead in Amazon China's transformation so fast that Amazon has established its position in the tide of cross-border e-commerce. In the 2 era, do you have KPI requirements for headquarters?

Ge Daoyuan: compared with the multinational companies I worked for before, Amazon operates a slightly different way. First of all, there will be no headquarters telling you what you should do to give instructions to you. That is to say, the strategy and planning for Amazon China is defined by Amazon's own team and executed by itself, and the team of Amazon China decides what resources should be obtained from headquarters. We will share our strategy with our colleagues in Seattle and debate with them. Once we have agreed on sharing, we will set the corresponding goals. Of course, Amazon is a commercial organization. We need to create value for shareholders. So if we measure the performance or performance of Amazon from a financial point of view, we need to generate long-term cash flow.

Speaking of which, we still need to distinguish between what we call "input" and "output". Output refers to sales performance, profit margin and cash flow. If we want to have output, we must have good work and control in input. What are the contents of the input? The speed of selecting products, the speed of logistics distribution, the competitive price and the customer experience. According to the accumulated business experience of Amazon over the past 20 years, we should not worry too much about the outcome of output as long as we are willing to put in part of the effort and make efforts to do it well.