承德美团电商培训哪里有
美团电商培训课程
上述服务商并非没有意识到这点。在过去的一段时间内，它们对内通过延伸业务，从运营商转变为管理商，旨在为品牌提供更多元的服务，活得像一家提供全案的4A公司；对外则通过投资或并购等资本化手段，讲述新故事，但依旧没能转变亏损现状。The above service providers are not unaware of this. In the past period of time, they have transformed from operators to managers by expanding their business internally, aiming to provide more diverse services for the brand and live like a 4A company that provides a full case; Externally, they use capitalization methods such as investment or mergers and acquisitions to tell new stories, but still fail to change the current situation of losses.
正体现出了快时尚的行业变化，电商砍掉中间环节后，消费者反馈喜好的速度变快，快时尚捕捉“流行趋势”更难了，导致ZARA、H&M本土化都没有成功。但捕捉消费者偏好，预测潮流正是电商的能力圈，SHEIN就是最好的证明。SHEIN已经珠玉在前，电商巨头们自然不会放过这个机会。This reflects the changes in the fast fashion industry. After the elimination of intermediate links in e-commerce, the speed of consumer feedback on preferences has become faster, making it more difficult for fast fashion to capture "popular trends", resulting in unsuccessful localization of ZARA and H&M. But capturing consumer preferences and predicting trends is the ability circle of e-commerce, and SHEIN is the best proof. SHEIN has already taken the lead, and e-commerce giants will naturally not miss this opportunity.
二是品牌方自建渠道存在较高的投入成本与运营风险。早期的代运营业务是典型的劳动密集型生意，平台流量采购、大促活动策划、店铺运营到客服与物流支撑，从前端到后端，都需要人力投入。随着电商渠道的增多，不计成本地投入线上电商渠道运营对绝大多数品牌而言，是一件不可能的事。因此，将线上渠道运营外包出去，品牌方更能将精力投入在产品研发上。Secondly, there are high investment costs and operational risks associated with the brand's self built channels. The early proxy operation business was a typical labor-intensive business, requiring human investment in platform traffic procurement, promotional event planning, store operation, customer service and logistics support, from front-end to back-end. With the increase of e-commerce channels, it is impossible for the vast majority of brands to invest in online e-commerce channel operations at no cost. Therefore, outsourcing online channel operations allows brands to invest more energy in product development.
一个典型的案例就是在第一届双11的“吃螃蟹”的飞利浦。当年，飞利浦与很多商家一样，对这一活动还有诸多疑惑，但在宝尊创始人仇文彬的安排下，飞利浦新兴渠道业务的负责人与逍遥子共进了一次午餐，这次碰面让飞利浦品牌方决定进入淘宝商城。A typical case is Philips, who ate crabs in the first Double 11. At that time, Philips, like many merchants, had many doubts about this event. However, under the arrangement of Baozun founder Qiu Wenbin, the head of Philips' emerging channel business and Xiaoyaozi had a lunch together. This meeting led the Philips brand to decide to enter Taobao Mall.
但模式的正确，不代表行动的正确，代运营商们想要做到“轻重并举”并不容易。首先，代理模式以轻资产运营，主要靠多品类扩张形成规模效应。But the correctness of the model does not necessarily mean the correctness of the actions, and it is not easy for proxy operators to achieve a "balance of importance". First of all, the proxy pattern operates with light assets, mainly relying on multi category expansion to form scale effect.
