The three most popular Internet e-commerce samples

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Xiaomi, Suning and Gree: three Internet e-commerce samples

in 2014, the momentum of Xiaomi's rise remained strong in the non main battlefield of e-commerce. Xiaomi, Suning and Gree: three samples of Internet e-commerce. In 2014, in the non main battlefield of e-commerce, the momentum of Xiaomi's rise remained strong. Xiaomi is more like a ferocious catfish than 360. It even allied with Midea, triggering a series of chain reactions such as Gree's rebound and Suning's boycott of Gree. This should not be an accident. Internet companies find that if they only have Internet thinking, but can not produce decent products, it is still just the growth of foam. However, under the background of overcapacity, vicious competition in the industry and rigid internal organization, it has become an inevitable choice for traditional enterprises to form an alliance with Internet enterprises. A stone stirs up thousands of waves. Dongmingzhu, who gambled with Lei Jun, suddenly fell into a dilemma. What will happen in 2015

heavy vertical, the internal cause of the rise of Xiaomi

the simplest classification of e-commerce is divided into comprehensive e-commerce and vertical e-commerce, which has always been in a very embarrassing situation. Xiaomi is an atypical vertical e-commerce. Its strong self production capacity, its appeal to offline distributors, its influence on overseas geeks, and its ability to capture young users really make Huawei, Meizu, Yijia these competitors ashamed. Here is just one example. Lao Shen, an ashes media man, also joined Xiaomi and became the operator of Xiaomi's $300million investment in iqiyi. This is hardly reproducible for most e-commerce companies. In 2014, Meizu's plastic granulator and other plastic machinery had a very large demand for energy. Meizu began to imitate Xiaomi's marketing strategy and fought hand to hand with Xiaomi with more ruthless cost performance. Lenovo has not yet awakened, as always, with a slow pace and lack of motivation

from the law of e-commerce development, I have different views on the development of Xiaomi. It should be said that Xiaomi has learned a lot from Meizu and Fanke. Meizu is the initiator of community marketing. In terms of marketing, Lei Jun turns into leibus, and his marketing to apple is better than ordinary customers. However, these are not the most important factors. E-commerce is a comprehensive business that spans the two major industries of manufacturing and interconnection. At present, none of the e-commerce companies that do well do not attach importance to the supply chain. Even if the e-commerce agents operate this segment industry in combination with the transformation and upgrading of traditional industries such as synthetic leather, stainless steel and electrical engineering, the leaders are not those who rely on big data, digital marketing and SCRM as their skills, but those who go deep into the front line of enterprises and use software to help enterprises transform their supply chain processes. An important law of e-commerce development is that it is heavily vertical. However, vertical e-commerce cannot develop because it is not heavily vertical. The heavily vertical e-commerce, whether in cross-border e-commerce or fresh e-commerce, has achieved good results in areas with great operational difficulties. The reason why Xiaomi is particularly wonderful is that Lei Jun has a strong personal appeal. The initial entrepreneurial team is a highly vertical elite team with a basic nature. There is no need to enumerate them one by one. It should be noted that cook was born in supply chain management, which played an important role in the smooth operation of apple in the post jobs era. Xiaomi's hunger marketing artificially prolongs the sales cycle, which is actually a lack of accurate grasp of supply chain management

when e-commerce successfully captures offline low-end users online, in the next stage, e-commerce will face the offline to online migration of mainstream people. Huawei is also a formidable competitor with heavy vertical. Even BYD's boss uses Huawei mate7, which is a strong market signal. Looking at Gree according to the heavy vertical standard, we know that there is no problem with Gree's products, but it lacks some interconnected thinking. It will not be a problem for a year or two to make up for the severe vertical short board. Little ellenturner said that MI fell into a patent dispute this year and has actually entered a deep-water area with heavy vertical competition

wandering Suning

the decision-making level of Suning has made great determination to the e-commerce of Suning and resolutely implemented it. Including the investment of o2o, the promotion of Suning Tesco's strategic position, and so on. However, Suning inevitably encountered the following problems. The first is that JD mall's leading position in 3C e-commerce has been deeply rooted in the hearts of the people. This effect is imperceptible. Suning and Gome need to pay a huge price to compete for the first place in 3C e-commerce. However, smart home does provide a counter attack opportunity for Suning and Gome because it requires a huge area of offline experience stores. However, there are also strong competitors such as IKEA in this field. It should be noted that both Haier and Midea have layout in smart home, and their common enemy is Gree

the second point is the transformation of offline business. The hypermarket model is no longer a good business model because it has built a huge inventory on the most expensive land in the world. The transformation of the hypermarket is not only the transformation of the process, but also the transformation of the format, which is equivalent to a big project. However, the e-commerce sector of Suning also needs to burn money. At the same time, it is a listed company and needs to do market value management. Suning can only be a gradual reform. However, the Internet is characterized by disruptive change. If you don't subvert yourself, you will be subverted by others

the third point is the traditional zero supply relationship. The tense relationship between the supplier and the retailer, and Suning, unlike Wal Mart, has given suppliers a lot of support and help. Suning's influence on C2B supply chain will therefore become very small

dongmingzhu in Zhenlong chess game

contrary to many views in the market, I am optimistic about the transformation of Gree. The transformation of traditional enterprises needs to be promoted by such a powerful leader as dongmingzhu. Now there are two most important trends in e-commerce, namely C2B and o2o. First of all, Gree will transform the channel mode dominated by offline joint sales into o2o mode. At present, there are several Internet centers in China, including Beijing, Shenzhen and Guangzhou, not even Shanghai, let alone Zhuhai

this also means the reallocation of marketing resources, the reengineering of dealers, and enterprises like Gree really start to play e-commerce, rather than simply pursuing sales. Another weakness of Gree is the lack of mergers and acquisitions. The future business alliance is based on a series of mergers and acquisitions, but it is not a kind of mergers and acquisitions around the resources of the industry. On the contrary, it is to find the best resource complementary projects. In the market, competition and cooperation have become more mainstream than competition. In particular, manufacturing enterprises should form deep alliances and links with service-oriented enterprises. E-commerce 2.0, in fact, is not the change of manufacturing industry, but the service mode becomes the driving engine

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