Shopping Carnival Ali PK Amazon

Here world Clothing and shoes The Xiaobian of the network introduces the ecological game between Ali and Amazon from the perspective of internationalization.

China's "double 11" just passed, the United States "black five" came again, this year's two shopping carnival. Ali The "slight collision" with Amazon may become an important turning point for the global electricity supplier, because from this moment, who wins or loses is the best of the two, which is not the virtual confrontation of the parallel world, but the all-around war of the same dimension.

The "black Friday" of the family's Carnival rush to break up the mall is unfamiliar to the Chinese people. Just like the global consumers may be listed from Ali this year, they are concerned about the "double 11" that China's own Carnival wants to chop hands. But recently, Amazon announced that the online shopping version of "black five" this new European and American shopping Carnival will be brought to China: at four p.m. on November 28th, Amazon China's "offshore outsourcing" forum will open the "black Friday" promotion in the Amazon, and Chinese consumers will be able to use the Amazon website to buy goods in Chinese, while enjoying relatively convenient distribution and the local after-sales service provided by Amazon China.

This means that Amazon hopes to use cross-border electric business growth to become a "stepping stone" of climate, and once again knock on the door of China's consumer market, and re integrate Chinese consumers into the electricity business ecosystem established by Amazon in the world.

In fact, before the "black market five" promotion, basically realizing the "colonial unification" and the internationalization of Amazon, China has begun to try a brand-new strategy of "coming in" in China, and will introduce overseas commodities into China as an important strategy for an electronic business. Amazon China confirmed the new president Ge Daoyuan in the second half of 2014, chose the main route to differentiate overseas goods, announced the four major international brands in August 19th, and entered the cross-border cooperation platform with the Shanghai Free Trade Zone in August 20th; in October 29th, the Amazon, the United States, Germany, Spain, France, the United Kingdom and Italy launched direct mail service to China; November 11th Amazon China's "offshore outsourcing" went online, hoping to get a slice of the "double 11" international shopping area.

And Ali's internationalization is based on different businesses and consumer groups to build different platforms, "walking in and going out" dual strategic layout.

Let's first talk about Ali's "coming in" layout. Its cross-border e-commerce business is divided into: Tmall international, Taobao global purchase and panning network. In the view of e-commerce, Tmall international will be the main business platform for domestic consumers to buy global commodities besides Amazon's "offshore purchase", and its retailers will include retailers, brands such as the United States, Japan, Korea, Australia, New Zealand, Britain, France, Italy and Germany. However, Tmall international although Ali officially claims that more than 20 overseas businesses have been settled, the quantity and quality of the goods are far less than that of Amazon. Its only advantage is that it is benefited from the opening of the domestic cross-border electricity supplier import bonded mode, and the Tmall international cooperation with the bonded area can enjoy the convenience of goods clearance and a lower tax rate. However, it is worth mentioning that Tmall international requires that merchants must have overseas retail qualifications, all merchandise overseas direct mail, and provide local refund service. In other words, apart from the richness of overseas goods, Alibaba is at a disadvantage and is actually on the same level as Amazon China.

The main business of Taobao's global buyers is some small and medium-sized purchasing agents. Yi Tao network launched Hai Tao purchasing business, through the integration of international logistics and payment chain, to provide one-stop service for domestic consumers. But in the strategic layout of Ali's "coming in", the two may be just a few important pieces, because with the gradual popularity of Tmall services and Amazon China's "overseas purchase" and "cross border links" direct mail service to Chinese consumers, and the rise of overseas direct commodities, "Hai Tao" shopping methods will increasingly become "marginalized".

Look at Ali's "going out" strategy again. Ali's international road to go overseas is different from that of Amazon countries in establishing a "colonial" mode. It aimed at overseas expatriates and overseas Chinese market, and launched two exportation B2C e-commerce platforms, namely, "fast selling" and "Taobao overseas". Of course, Taobao overseas is hardly an electronic business platform, in essence, it is a fast selling outlet for domestic Taobao sellers. From the platform mode, fast selling is more like Tmall, a typical B2C business opening mode. In theory, it prefers regular brand manufacturers and retailers with certain strength. But in terms of commodity structure, it is more like entering the Taobao world. Cheap goods with the price of the first quality of second are popular. High imitation goods become the mainstream and fake goods are difficult to prohibit. More importantly, the sub stations opened by different countries are not the localization mode of Amazon, that is, to operate local products, but also to operate overseas goods. They are specially designed for Chinese sellers, and most of these products are sold on Tmall and Taobao platforms in China. In other words, fast selling is a cross-border electricity supplier "going out". It can be called the global mirror distribution channel established by Ali for the Chinese sellers under its ecological environment. The same is true of the sellers' groups.

In the view of the electricity supplier, the shallow understanding of Ali and Amazon's series of decisions and strategic layout is a series of direct competition between the two sides in the cross-border electricity supplier market, which is growing rapidly. The deep understanding is actually the ultimate game of which mode and ecology has stronger strength and potential.

So, the question is, what is the difference between Ali and Amazon in terms of business and ecosystem in the field of electricity and even the Internet?

On the face of it, the biggest difference between Ali and Amazon lies in the business mode - Amazon is a typical online retail store mode, and Ali is the typical online commercial real estate model. But after a detailed comparative analysis, you will find that the two actually constructed different business civilization and Ecology:

Amazon can be defined as the B2C self operated electricity supplier; Ali is not a non self operated electric provider for B2C.

Amazon emphasizes centralization and control, from goods to logistics, almost all of its own to do, can not do, and then cooperate with people, and requires every link to share interests; Ali pays attention to division and cooperation, from goods to logistics, all rely on others, and business partners to share interests, but control the user, capital and logistics behind the big data.

Amazon's revenue mainly comes from the dividends of consumers and a few businesses, and it achieves revenue through a series of derivative Internet services that revolve around member services. It is a typical to C. Ali is a typical to B, mainly to earn business commissions and advertising, technology and other service fees, and to achieve profitability by focusing on user scale and big data for mobile payment and Internet banking.

That is to say, Amazon has built a closed commercial operation platform to provide goods, content and services based on meeting the needs of consumers, while Ali has built an open commercial collaborative platform to build businesses, service providers and infrastructure ecosystems based on how to provide consumers with life services. These two different ways of building business ecosystem decide that the future property and development boundary of the two party must be completely different. Amazon may always be an electricity supplier with multiple consumer services, while Ali may become a Internet Co linking basic services.

But in the final analysis, business competition is essentially a contest of efficiency and size, especially in the field of e-commerce.

With regard to efficiency and scale, we may not be able to analyze the current development situation and data of the two sides to see who will eventually become. Online retailers The global leader of the world depends largely on the decision making and operational effectiveness of the two sides in the specific expansion and strategic choice, but who has the potential to make the basic judgement?

Let's talk about efficiency first. The efficiency of Amazon comes from optimizing management. There will always be "management radius", which can only be effective in a specific range. So we can see that Amazon actually opened online chain stores in different countries and regions of the world, and relied on its own logistics system to improve efficiency and save costs to maintain the exchange of commodities. And Ali relies on the payment, logistics, warehousing, distribution and the gradual improvement of the IT system around the electricity supplier's ecology to improve its efficiency. From the perspective of the enterprise itself, Ali's business operation efficiency is more stable and cost saving than Amazon's.

From the perspective of scale expansion, the expansion of Amazon is limited by the maturity of its goods, the perfection of the logistics system, and the development of other member services, and there is pressure on earnings growth. In other words, the larger the scale, the slower the expansion, and theoretically, it has a marginal expansion. The growth frontier of Ali actually depends on the number of eco infrastructure services it can build around the electricity supplier. user Whether these users will use these services and shopping on the electronic business platform of Ali, especially at present, Ali does not need to expand more business groups. Therefore, theoretically, Ali's scale growth boundary may not be limited.