Why do we recommend customers to do a corporate mall?
At first glance, being a corporate shopping center is not worth it, or it is difficult.
If you are a manufacturing company with established offline sales channels, please provide a reason why such a company should open a business center.
If you are an economic and trading company, including many distribution companies, after they enter a third-party mall or establish an independent corporate mall, they will find that marketing costs are not low.
However, for companies that have ability to build a mall and need to build a mall, we recommend building a mall or using a third-party e-commerce platform. Admittedly, such a proposal will bring profit to company, but more importantly, opening of a corporate shopping center will often bring unexpected results to customers.
In other words, when a business becomes a mall, it brings unexpected benefits. What are these finds?
Surprise Harvest One: From "Business Opportunity" to "Iteration"
Take this example:
A given consumer electronics company may at any time adjust its production plan to meet consumer needs and produce products that meet those needs. Business opportunities are driving force behind development of a company. For example, when it is found that a machine is required to wash laundry at a certain location, a washing machine is produced; when it is found that laundry still needs to be dried, a dryer is produced. Such a company should be able to survive for a long time, right? However, we are seeing decline of Toshiba Electric and Matsushita Electric.
An important reason for their decline is that they cannot meet consumer demand for new product features. Relying solely on market research, market analysis, and demand analysis cannot generate consumer demand.
However, through an e-commerce platform. The role of an e-commerce platform is not only to sell products, but more importantly, to identify needs, requirements, and ideas. And according to user experience, iterate and update quickly so that such products are invincible.
So today we see Xiaomi replacing Sony, not because Xiaomi's R&D capabilities are higher than Sony's, but because their production methods are completely different. Instead of saying that Xiaomi is a product of Internet technology, it is better to say that Xiaomi is a product of Internet e-commerce.
Surprise Harvest 2: Bridging Industry
Some consider e-commerce a marketing department, which is redundant. They only view e-commerce as a sales platform and marketing channel.
IfAn enterprise shopping center can be raised to a strategic level, e-commerce can have a very strong impact on production and production.
We turned to canning business. After company opened mall, in order to keep up with aesthetics of Internet, product packaging was updated; in order to adapt to standards of third-party logistics, company's logistics has been transformed, and storage has been standardized and vehicles have been introduced. The new canning line.
It can be said that by expanding e-commerce business, cannery has almost completed its rebirth.
Surprise Harvest 3: Asymmetric Competition
This is still an example of aforementioned canning factory. If it competes with competitors on brand, production capacity, market, marketing, etc., it is estimated that it will take more than five years for a canning factory to "get ahead" and even pay more. Big costs. But being an e-commerce platform, many colleagues began to wonder if company's corporate mall could sell products on its behalf and generate higher profits.
This is a typical case of winning "asymmetric competition" and cost of outperforming peers is cost effective.
Summarizing, we can say that we have always encouraged and supported businesses that are able and need to build corporate shopping centers.