吉安拼多多电商培训课程
电商培训摄像
代运营商的火热甚至随着中国电子商务的繁荣传到大洋彼岸。在仇文彬在接受吉姆·克莱默的采访时，甚至让这位华尔街狂人发出了“如果你想在中国发展线上业务，在我看来你需要去找宝尊”的言论。The popularity of proxy operators has even spread to the other side of the ocean with the prosperity of e-commerce in China. In an interview with Jim Kramer, Qiu Wenbin even made the Wall Street fanatic make the statement "If you want to develop online business in China, in my opinion, you need to go to Baozun".
还有一类是考虑到本土化经营的外资品牌，直到如今它们依旧偏爱代运营商。强生、美赞成背后的若羽臣;爱茉莉(太平洋)、花王集团、LG集团背后的丽人丽妆；耐克、星巴克、三星背后的宝尊.Another type is foreign brands that consider localized operations, and even now they still prefer proxy operators. Johnson&Johnson and Mei agree with Ruoyuchen behind the scenes; The beauty makeup behind Amory (Pacific), Flower King Group, and LG Group; Behind Nike, Starbucks, Samsung
还有一类代运营企业已经选择“躺平”了，它们将更多的视野放在投资那些新兴品牌上，用最直接的方式与其绑定，获得生意。孵化自有品牌失败的壹网壹创此前跟着腾讯，一起入股了玻尿酸原料龙头福瑞达生物，这家企业拥有的知名品牌有颐莲和瑷尔博士。There is also a type of agency operating companies that have chosen to "lie flat", they will focus more on investing in emerging brands, and bind them in the most direct way to obtain business. Yiwang Yichuang, which failed to incubate its own brand, had previously joined Tencent and invested in the leading hyaluronic acid raw material company, Furida Biotech. This company has well-known brands such as Yilian and Aier.
不仅市场规模庞大，快时尚服装的利润也远高于其它消费品。ZARA的母公司Inditex、H&M毛利率常年在50%以上。而大众快消品毛利率普遍在20%左右。这意味着，电商平台发力快时尚获得的利润要远比发力其他商品高。HEIN specializes in fast fashion, cost-effective women's clothing, and currently covers over 220 countries and regions. Looking at the development of SHEIN, its growth rate can be compared to the overseas version of Pinduoduo. In 2022, SHEIN's revenue was $22.7 billion, a year-on-year increase of 52.8%. In 2020 and 2021, SHEIN's revenue grew at a year-on-year rate of 211% and 60%. From 2014 to 2020, SHEIN achieved 100% year-on-year growth for six consecutive years.
两种模式的主要区别在于经销与品牌方绑定较深，早年经销模式更容易体现一个服务商的能力，因此拥有更灵活的策略制定与定价权。但经销容易造成库存问题，投入成本大。代销模式运营成本小，毛利高，但代运营企业的角色更像是“4A公司”，决策度低，竞争也更激烈。The main difference between the two models lies in the deeper binding between the distribution and brand side. In the early years, the distribution model was more likely to reflect the capabilities of a service provider, thus possessing more flexible strategic formulation and pricing power. But distribution can easily cause inventory problems and high investment costs. The commissioned sales model has low operating costs and high gross profit, but the role of the commissioned operation enterprise is more like that of a "4A company", with low decision-making and more intense competition.
