Outside The Giants, How Do New Players Develop?

Just like the early Western missionaries in every corner of the world in missionary activities, today's

The same thing is done in India, but its "religion" is online shopping.

According to the world clothing shoes and hats net, in just four years, Amazon has gambled 5 billion dollars, starting its northwestern coast of North America and extending to the bustling metropolis of central and southern India. Even the cold valley of the northernmost part of India and the most remote jungle and island can also see Amazon's figure.

Amazon is a dragon but not a river.

On the land of India, it met its rival Flipkart, which is currently valued at 11 billion 600 million US dollars.

Platform.

With the intensification of competition between the two giants,

More and more tend to "double giants" competition pattern.

"Two giants" are evenly matched.

In the face of India's huge meat and potatoes, investors are becoming more rational and more cautious.

They have substantially reduced early investment in start-ups, and the consequent integration winds have swept through all walks of life, making the earlier large companies gradually widen their distance from small companies and become unique in their respective fields.

Amazon, which has entered India for four years, seems to be paying more attention to India's consumer demand.

It is the goal of Amazon to make consumers choose diversification, value for money and shopping convenience.

As a result, it has used funds to improve infrastructure and technology and to reform the actual situation in India.

This year, research by Forrester Research Research, a well-known market research firm, shows that Amazon India has surpassed its local rival Flipkart, becoming the most popular shopping destination in the region.

However, Flipkart, which has ample capital after continuous large investment, is also ready to compete with Amazon in the next few years.

In addition to building a private brand and offering discounts to compete with Amazon, it has begun to focus on better delivery experience and personalized services, and has done a lot in user experience.

Although Flipkart did not complete the acquisition of another India e-commerce platform Snapdeal, it did not affect the process of investors pushing the industry consolidation, nor did it prevent Flipkart from being equal to Amazon.

This industry integration and "double giants" competition is not only in the electronic business platform, but also in other fields.

There is a wave of integration in many fields, and the market is moving towards normal.

2015 was the peak of the printing and catering industry. At that time, at least 20-24 start-ups were active in the market space.

These companies have raised millions of dollars in capital, and they seem to be promising.

However, with their different development paths, consumers began to pick their favorite platforms, and investors began to question when to make profits. Many companies disappeared from 2016 to 2017.

At present, the relatively unaffected Swiggy and its rival Zomato in the winter of the industry have become the two leading businesses in the market.

They put consumers in business centers, trying to strengthen their brand effect, leaving their peers far behind.

As the founder and CEO Deepinder Goyal of Zomato said, "in June 2015, we entered the ordering and delivery market, which was one of the last companies to enter the market.

At present, the gap between us and our biggest competitors is very small in terms of distribution. "

Similar cases include Uber and Ola in taxi industry.

The former has been opened in 29 cities in India, and the latter has been running in 102 towns of India.

In fact, the industry giants are not only occupying huge market share and leading merchandise sales, but they also rely on the pricing of each category of products and the promotion of new brands to make brands and businesses rely heavily on them.

This is why industry giants can continue to integrate small businesses.

In addition, investors who are behind the start-ups are driving the wave of consolidation.

"Excessive competition actually stifle the return of investors in the whole industry, making integration imperative.

Telecommunications, e-commerce, food ordering, taxi booking, travel ticketing and other industries will face "double giants" competition in the long run.

The founder and CEO Sunil K Goyal of the start-up fund YourNest said.

Nowadays, many investors are not enthusiastic about investing in third or more companies.

They believe that companies that fail to take the lead will have a much lower chance of success unless they can innovate and gain market share through differentiation.

Outside the giants, how do new players develop?

From geekopedia

India's largest home electric provider Pepperfry and online furniture decoration company Urban Ladder occupy the largest share of India online home decoration market, of which the former occupies 2/3 of the market.

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Urban Ladder was founded in Bangalore in 2012, and its co-founder and CEO Ashish Goel believes that investors and entrepreneurs should reconsider small businesses.

"Our competitors are international companies such as IKEA and Home Center. We need to build differentiated products.

The biggest challenge for me is consumer behavior, not my nearest competitor.

According to statistics, since the establishment of Pepperfry, it has invested about US $160 million.

It gains market share by sacrificing smaller competitors.

Its founder, Ambareesh Murty, said: "when we control more markets, it's easier for us to make strategies -- from expanding to related industries to adjusting supply chains."

In addition, he believes that Pepperfry will continue to maintain its price advantage in the future competition.

However, maintaining this momentum is not easy.

IKEA, a Swedish furniture giant, will soon be listed in India, which is bound to have a huge impact on India's local players.

Some entrepreneurs and investors believe that "giant" companies will not fully occupy all people's lives.

India is a country with multiple cultures and religions, which means that its market will be diversified.

Therefore, in the third, fourth tier market of India, small and medium-sized players can focus on subdivision, seek differentiation and personalized development, and find a completely different market segment from the giants.

In addition, the electricity supplier market, although Amazon and Flipkart occupy a huge share and opportunities, but has set up the "India version of Tmall" Paytm Mall online payment platform Paytm, with the strength and experience of its supporters, it is also very likely to change this "double giant" situation.

As its founder Sharma once said, "if we look at it for another five years, Paytm will become one of the last two winners in the electricity supplier industry."

At present, the popularity rate of online shopping in India is still quite low.

Among the few online shoppers, most people lack brand loyalty, and their online shopping intention is motivated by the discount offered by the e-commerce platform.

This means that the e-commerce industry in India still has areas to be developed and market space. Some successors or small and medium-sized companies still have the chance to succeed, and the new forces outside the giants can still flourish.

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