Research Institute: A few questions about traditional industry e-commerce

Bill Gates said: "The 21st century is either e-commerce or business-free." E-commerce has become a hot topic in the field of traditional brand enterprises. In 2012, the online shopping market sales forecast is close to 100 billion yuan, the total retail sales of social consumer goods is expected to increase to 18 trillion, and the proportion of online shopping may exceed 5%. A huge trillion-dollar online shopping market will be formed in 2-3 years.

In the list of online retail top 500 in the United States, more than 80% of enterprises are online business segments of traditional brands. In recent years, the trend of Chinese traditional enterprises entering B2C e-commerce has become more and more obvious and has developed rapidly. Gome and Suning entered the home market with high-profile purchases, including Belle, Kappa, Li Ning, Qumei, TCL, Galanz, Uniqlo, Lingzhi, Giordano, Haier, Aimu, Jiu Muwang, Yiben Materia Medica, Yintai Department Store, COFCO and other clothing, footwear, and daily chemicals. Traditional companies in the food sector have also entered the market.

Specifically, there are four issues that need to be paid attention to when traditional enterprises do e-commerce.

First, the strategic attitude of traditional enterprises to e-commerce

Traditional enterprise leaders have a clear understanding of the e-commerce of enterprises and a clear strategic goal, which has a very important impact on the development and development path of e-commerce. If there is no clear understanding and goal, not from a medium- and long-term strategic plan, but with a water-testing attitude, just open a flagship store from Taobao, or compile one or two network distribution teams, lacking a strategic plan, then All kinds of problems will surface, and the business will still be in a groping phase, starting with the most basic business. Different industries are doing repeated explorations and walking the same detour. And more companies are still entangled in the coordination of internal relations and miss the market opportunity. Eventually, the e-commerce business ended badly. The most important thing for traditional enterprises to carry out e-commerce is to combine the characteristics of the enterprise itself, to have clear positioning and goals for e-commerce, and to provide strong support for the implementation of the target.

Traditional enterprises do e-commerce, and they are not simply buying a system. They can do e-commerce well by selling online. It is especially important for strategic global planning and business planning to support strategies. It helps companies to define their strategies and clear targets. On the basis of the company's own situation and its own characteristics, realize the transformation of e-commerce in the original business system of the enterprise and the original system system and the transformation of the original process system, to ensure the smooth flow of information in all links, so as to realize the development of traditional enterprises. Effective support for e-commerce.

Second, can you get out of the differential development path?

Traditional enterprises do a lot of problems in e-commerce, such as the sale of the same products, the customer to the store experience and ultimately online ordering, online low-cost sales impact the normal sales order of traditional stores; no brand promotion and brand image, no online shopping after-sales service. Internet consumers are not highly rated for brands because of their low consumer experience.

Jiang Qiping, secretary-general of the Informatization Research Center of the Chinese Academy of Social Sciences, believes that the most important thing to note is that in the midst of China's economic transformation, it is inevitable that the traditional "Made in China" price wars will be brought online, which is inevitable for all industries to contact the Internet for the first time. The inertia that occurs. There is a certain market in the short term, because some industries still have profit margins for price wars, but in the long run it is not the best policy. By analyzing Gome and Suning, we can see that Gome has come to the forefront and strive to create a differentiated route for online brands, and Suning still stays in the homogenization competition with Dangdang and Jingdong. Amazon is now vigorously developing cloud computing, which is to achieve a differentiated strategy at a low cost in the future.

Third, we can't just understand e-commerce as an online sales channel.

The e-commerce platform is the concept of a large platform, and is the platform for the entire e-commerce business of brand enterprises, including a complete e-commerce supply chain, including functions of goods, services, brand communication, payment, channels, online and offline integration, etc.; In terms of value, marketing technology, supply system, distribution channels, etc., traditional offline brands have certain advantages. In the face of e-commerce, traditional enterprises can simply choose to build their own e-commerce platforms or cooperate on third-party platforms, but if E-commerce stays here, and it does not grasp the advantages of the Internet and the opportunities for industrial upgrading.

Starbucks has done such a test, customizing a book for customers within a minute of brewing coffee, selling tens of thousands of copies at a high price for three months. It can be seen that books are not only products, but also can be sold as services; books can not compete with price reductions like Jingdong Dangdang, but can be used to price competition through differentiation and service.

Fourth, the e-commerce of traditional industries must first solve the problem of talents.

The development of e-commerce in traditional industries is limited by the development of traditional marketing models. The e-commerce of enterprises is not an active behavior, but a passive behavior under various conditions, and some form of catching ducks. The operation of e-commerce is a system system similar to traditional marketing, which makes the importance of operational talent more prominent. Electric traders are not only proficient in network technology, but also have comprehensive qualities such as planning, marketing, promotion, and copywriting.

The e-commerce personnel in the traditional industry are mostly upgraded by the network management of the enterprise. There is no in-depth understanding of e-commerce, and it is even more confusing for its own products and marketing strategies.

Therefore, e-commerce is a trend, but is the preparation of the company sufficient? Is the condition available? Is there a medium- and long-term strategic plan, or is it a gimmick that tends to form?

Online or offline, this is a problem; price cuts or price increases are even more of a problem.

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