琼中黎族苗族自治县拼多多电商培训多少钱

京东电商培训运营

从分工理论上而言，电商代运营企业的出现是一种必然，且未来随着电商平台的进化，专业化的服务商依旧大有可为。但另一种悖论在于，作为平台与品牌背后的“打工人”，代运营企业注定难以掌握话语权。与平台、品牌这种脆弱的关系导致了行业的分散性，赢家往往不会一直赢。From the perspective of division of labor theory, the emergence of e-commerce proxy operators is inevitable, and with the evolution of e-commerce platforms in the future, there is still great potential for specialized service providers. However, another paradox lies in the fact that as the "workers" behind platforms and brands, it is destined to be difficult for proxy operators to have a say. The fragile relationship with platforms and brands leads to industry dispersion, and winners often do not always win.

一溃千里，是海外快时尚品牌近些年在国内的真实写照。在全球三大快时尚品牌中，ZARA、H&M都在国内持续关店，甚至出现营收下滑的情况。GAP更是直接把中国区业务卖给宝尊电商。因为GAP的拖累，宝尊电商2022年净亏损扩大近三倍。The collapse of thousands of miles is a true portrayal of overseas fast fashion brands in China in recent years. Among the three global fast fashion brands, ZARA and H&M have continued to close stores in China, even experiencing a decline in revenue. GAP directly sells its business in China to Baozun E-commerce. Due to the drag of GAP, the net loss of Baozun E-commerce in 2022 has nearly tripled.

新的时代里，讲究性价比与回报率，崇尚稳定性与长期性，再亮眼的GMV战报也无法保证品牌的长红。回到问题的原点，在一个好赛道里，越精细的分工往往可以建立越深厚的护城河，卖铲人可以越来越赚钱，比如英伟达。但在一个看得见天花板的赛道里，金矿越来越少，留给渠道商的机会本就不多。In the new era, emphasizing cost-effectiveness and return rate, advocating stability and long-term performance, even the most eye-catching GMV battle report cannot guarantee the brand's long-term success. Returning to the origin of the problem, in a good track, the finer the division of labor, the more profound the moat can be established, and shovel sellers can make more money, such as NVIDIA. But in a track with a visible ceiling, there are fewer and fewer gold mines, leaving few opportunities for channel merchants.

此外，在电商新模式中，品牌及入驻企业会兼顾“货品”和“内容”运营，以内容为纽带触达更广泛人群，直面消费者、创造新消费。例如，在以抖音电商代表的兴趣电商、内容电商模式下，消费者采用的是“内容/兴趣—激活需求—购买—展示分享”模式，电商新模式借助维度更丰富的信息线索，实现从被动等待用户搜索转变为主动预判用户偏好，实现了“货找人”。

也就是说，无论轻资产，还是重资产，不论哪一种模式，其本质上都不是服务商自己说了算。一位服务商对此用了一个更为恰当的比喻：“就像是打仗，服务商永远都只是士兵，真正的战场指挥只是品牌方，也永远只是品牌方。”That is to say, no matter which model is light or heavy on assets, in essence, the service provider does not have the the final say. A service provider used a more appropriate metaphor for this: "It's like a war, the service provider is always just a soldier, and the real battlefield command is only the brand side, and it will always be the brand side