Why do many factories that transform into cross-border e-commerce (Amazon) often end up in failure?

The following content comes from the sharing of a senior seller who wishes to remain anonymous. It is only shared using Alexya’s account and is not Alexya’s personal thoughts.

1. The choice of model does not match the actual action

Distribution = The biggest workload is product development and product listing. If the efficiency and progress stagnate, it is not called distribution.

Quality products = high-quality suppliers, cost advantages, quality, and delivery efficiency. The basic work of promoting each product must be done well. Naturally, products with obvious orders can be upgraded to hot-selling products, and investment in inventory preparation and promotion can be increased.

Best-selling products = high-quality suppliers, cost advantages, quality, delivery efficiency, shipment volume, and maximum promotion investment. There is an element of gambling, but you have to do it within your means.

It will be safe to do a 50-yuan business with 200 yuan in your pocket, and you will still have a chance to recover.
If you want to start a business worth 1,000 yuan with 200 yuan, you will either become rich overnight or be doomed.
It is unlikely to achieve the same scale as others by shipping 500 sets of goods.
If you send out 500 sets of goods and sell them as 5,000 sets, you will lose money faster.
If you send out 500 sets of goods and sell them as 2,000 sets, you may be able to come to a conclusion as soon as possible on whether to add more.
If you send out 500 sets of goods but use the method of selling 50 sets at a time, you won’t be able to sell them all in a short time.


2. As soon as the product arrives, you want to apply for a flash sale to boost rankings, or do external promotion to boost rankings

In fact, it cannot be stabilized or held, and it will fall after a while. Then people will want to carry out the next wave of flash sales or off-site sales to enjoy the pleasure of promotional orders.


3. Trust people outside the company more than those inside the company

Whatever others say sounds good, and they ask the company's sales to follow their models and processes. The reality is often very different. We have to do it based on our own actual situation and sales operational capabilities. There is no panacea for sales. What we need to cultivate is the improvement of sales operational capabilities. I compare it to traditional Chinese medicine, not Viagra.

People outside generally only talk about the good things, such as how much money they have earned and where they bought the house. Few people will talk about how much money they lost or what pitfalls they encountered in which product or project. It is often just empty talk and has no reference value.


4. Blindly expanding new teams

I personally think it is not feasible to solve one problem before solving it by solving another one.


5. High salary and awesome staff

The former operations director or general manager of xx company may be useful, but most of them are half-baked. We need a person in charge, but more of them should be trained from internal interns, who may have higher stickiness and loyalty. We are not painting pie in the sky, but making pie together, turning a small pie into a big one, and everyone has a share.


6. People who value their family and like to flatter others

I think to judge whether a person is good or not, we should not listen to what he says, but look at what he does and what the result is. Pleasant words will often only confuse your judgment.


7. Overtime is mandatory, the company is the boss’s personal show, hegemony
Some people may say, you are not the boss and you have never been a boss, so how do you know what the boss is thinking? The boss also has his own difficulties, and the boss also wants to choose the most hardworking and outstanding person from among many people.

I want to say that I understand the boss's difficulties. The company is short of funds and has performance targets for this year. The company is under pressure from shareholders and needs someone to contribute to the company or even make more sacrifices. But please understand that choosing to work overtime is a voluntary thing for sales. Everyone has the right to choose. If someone likes to struggle, let him struggle and give him promotion goals and space. If someone likes to live, then demand good work efficiency and let him do his job well. Not everyone is willing to give up his family and life for a career, and not everyone is suitable for fighting. In teamwork, some people fight, some people charge, and some people are mediocre. Choosing to be mediocre is not not fighting, but a choice and should not be belittled.

Everyone has their own work pace. Maybe working 8 hours a day is more efficient. There is no need to rigidly require 12 hours. We should give full play to everyone's expertise.

Of course, the company will definitely not keep idle people, and those who take advantage of the situation should be eliminated. If the company wants its employees to be efficient and meet output targets, I suggest that the management team can be assessed on their overtime rate if their performance growth does not meet the target. If their performance is at the bottom for two consecutive months and they don't want to work overtime, then they should be assessed and included in the performance appraisal ratio.

If you have good performance, there is no need to compete to see who can work overtime.
Make use of people's strengths, everyone has his or her own advantages.
If you use people's weaknesses, you will have no one to use.


8. Timely meetings = ineffective meetings
There are no topics, no cases, no data, no summaries and plans, no executors and follow-up personnel, and no assistants.

Mai Mai Chat Cross-border

Agree with: jijiaa, Natsume 2048, Beetle on the Grape Vine, 76554754, Machepower More »

Summary of the problem
1. Product side

1-1 The factory does not understand the market conditions in the destination country

1-1-1 Some factories used to supply offline products, not even to the destination country. If you take the existing products and apply them to the online market of the destination country, the probability of failure is very high.

1-2 The factory does not understand the product

1-2-1 The factory only knows how to produce, not how to design products. Why do they design like this? Therefore, the resistance to internal communication and modification is actually much greater than the original free mold modification that users prepare money to place orders.

1-2-2 I know nothing about the product manual design, unboxing experience, and outer packaging design. I want to run in the direction of branding, but the actual customer experience is worse than the products of the fine shop.

1-2-3 Product quality inspection: optimization of inner packaging, box size, and how to optimize the outer box paperboard to pass the drop test. These are basically blank. Because you only refer to the standards of major customers to do this, you know the results but not the reasons.

2. [Recruitment]

2-1 Talent screening factories tend to recruit people like directors from well-known companies, but for people of this level, it is necessary to carefully identify whether he actually has the ability. For example, if you get a director from a 100-company company, first of all, the company's biggest highlight is the distribution project, and secondly, the top-level design ideas of the entire company's operations are all in the boss's mind. This director is just an executor, and he knows the results but not the reasons. It is difficult to make detailed adjustments based on your current reality. Thirdly, in fact, many managers in high positions are far away from the front-line business. They are better at strategic layout, resource allocation, personnel coordination and other work. Finally, the high-end talent market is very deep, and resume fraud is commonplace.

2-2 Salary Configuration It is difficult for factories to think in the same way as the e-commerce industry, so it is difficult to understand the salary level of 50+ yuan at the beginning. If you think about the principle of spending little money to achieve great things, you will miss out on truly capable talents and over-package yourself as a parallel importer.

2-3 Management Style

Many factory bosses are over 50 years old and tend to think like an emperor managing his officials. This is difficult to reconcile with the relaxed and free attitude of cross-border e-commerce and the trend of expressing opinions. After enduring for a few months, the trader may leave in frustration.

2-4 It is easy to find traders, but difficult to find supporting staff. It is easy to recruit traders with high salaries, but it is difficult to find ordinary operators with good qualifications (determined by the location and environment of the factory). It is like having an engine but no wheels.

3. Internal Process

3-1 Finance is chaotic/rigid. Many expenses that need to be made immediately cannot be approved immediately. Even the finance manager is a relative of the boss, so any small expense requires a lot of explanation.

3-2 Internal nepotism/relative spies Some internal supporting managers have complicated family relationships. In addition, many bosses are used to arranging a "little nephew" to learn about e-commerce business, which increases the difficulty of business promotion and creates more trust crises.

IV. [Stocking]

4-1 One situation is that the stock is very small, the initial 200-500 test stock is small, and the marketing funds will also be small. If you sell more, you will lose a lot of money after you settle the accounts.

4-2 One situation is that the stocking volume is huge. The stocking logic of some bosses, 10,000+, may be a little ridiculous. A certain production line will be idle for a week, and the production line capacity will be fully utilized this week. The workers cannot be idle, so the quantity of the first batch of goods will come out like this. A large stocking volume means a large backlog of funds, and a large marketing budget should be matched to promote it (in fact, whether this project should be launched is questionable, and it is already a way to save the defeat). But at this time, when you want a large marketing budget, it will be extremely difficult. There is even no such thing as a budget. Products can be sold at a loss, but there is no budget.

5. Marketing

5-1 The factory wants to build a brand, but has no awareness of brand marketing. It wants to register a better brand, set up a brand website, and social media accounts, but it is difficult to implement in the early stage.

5-2 It is difficult for factories to have a concept of marketing budget. Since they have been calculating the cost of raw materials and labor costs for a long time, they need a process to accept these virtual expenses.

6. Trust Issues

6-1 Factory owners have their own information channels and often hear some exaggerated industry myths from their peers, and then come back to talk to the traders about whether they can do it this way. Over time, the trust between the two will be problematic.

The high salary of the 6-2 trader will cause dissatisfaction among many of the factory’s customers, and will gradually divide the relationship between the boss and the trader.

6-3 It is something that only gods can do to make every product a hit. In the early stage, you need to accept the problem of product promotion success rate/the problem of poor short-term financial performance due to product sales (all eaten up by the ice-breaking marketing costs).

7. Execution Issues

7-1 For many bosses, setting up an e-commerce team is just a whim, a chance-seeking thing, which is equivalent to not having to go to Macau. But for the trader, this plate is his business card that he can show to the industry in the next 1-2 years, and it is a matter of life and death. So when you are full of enthusiasm to discuss planning and deployment with your boss, the boss may be busy drinking tea and bragging with friends. If you are not treated well, the project execution speed will slow down over time (this situation is very common after the honeymoon period)

7-2 As the saying goes, it is easier to get a monk from outside than to go to a factory. However, this saying is unlikely to work in a factory. The people below you may not listen to you, but rather listen to the boss. Not to mention the relevant departments that cooperate with you, especially if your relatives don't give you a bad eye.

7-3 The boss does not have the perseverance to do the project. Because he has access to too much information and opportunities, he often hears that he wants to study this and that, and many things he promised in the early stage are not implemented halfway through, or are delayed, resulting in the collapse of the project.

7-4 will count the small things, but not the big things. They set up checkpoints at every step, and eventually the backlog will pile up.

7-5 Short-sighted thinking, tends to do a lot of short-term behavior. For example, in the early stage, blindly low prices to promote activities and sales, lost in the orders. In the mid-term, when the financial data is found to be wrong, it starts to worry about gains and losses and blindly raise prices.

7-6 Individual participation is low. Many interim meetings are missing, and business progress is judged based on interim financial reports.

7-7 hopes that the trader is all-round and can handle all business matters, but it cannot provide the corresponding resources.

8. [Factory’s helplessness]

8-1 Small and unstable e-commerce volume. I am used to receiving large orders, but suddenly I have to do all kinds of supporting services for a small amount, which is very exhausting.

8-2 Large-scale mold modification is not cheap. If you encounter an operator who is desperately trying to open a mold to seek a breakthrough, the factory will also suffer. It costs a huge amount of money, but the product may not be promoted. If you have this time, you might as well lead the R&D team yourself and go to more exhibitions to attract customers.

jijiaa • Shenzhen • 5 days ago

This is a very good analysis. As an e-commerce worker who worked under a factory owner, I think it is basically consistent with the facts.

Xiugou who eats hot dogs • Shenzhen • 5 days ago

Many bosses meet the above points (including those in factories and e-commerce)

Black Stripe • United States • 4 days ago

Hit the mark

Only nine heads • Shenzhen • 4 days ago

Article 3 is very true

How to Touch a Fish • Shenzhen • 3 days ago

How come you said it so well?

Mai Mai Chats Cross-border • United States • 3 days ago

Because we have come into contact with a large number of factory owners and have heard too many cases. We are currently running projects with some factories in a cooperative mode, with some bumps along the way, and we have achieved some small results, but have not yet seen the big results.

ChrisC001 • Shenzhen • 2 days ago

I think this is not just a problem for factory owners, but a common problem for most e-commerce companies.

wilson83 • Dongguan • 2 days ago

Awesome, you almost summed it up.

Big face, big heart, love to toss

First, the core competitiveness of the two is different;

1. For the factory side, it is relatively asset-heavy, so it is difficult to make product transformation; on the factory side, more than 80% actually only have a certain production cost advantage, and 15% of the factories have shallow resource integration capabilities and can provide relatively differentiated single products, and 5% of the factories have market research, product definition, product design, development and manufacturing capabilities (especially research and product definition capabilities, which may only be what they think they are)

Finally, these 5% of factories only have advantages in products or product series in a very specific category. They face great resistance to expanding their product lines and have limited capacity. It is very difficult for them to expand into e-commerce. Of course, in recent years, some companies have successfully transformed through continuous investment and hard work. However, in comparison, more cases are factories that previously served the B-end market and transformed into factories that served both the B-end market and the C-end market, and at the same time had the ability to sell to the C-end market online.

2. For e-commerce companies, its advantages are short-term, fast, and asset-light operation (except for inventory and intellectual property rights, it is almost only computers), focusing on market demand, research, product definition, and constantly launching new trial products. After finding good products, they will make overall optimization and give play to the scale advantage, while product manufacturing or execution based on clear product demand or design requirements is handed over to the factory;

They often focus too much on market opportunities, which leads to fragmented product lines and inability to organize a sound and systematic product development and design team. Moreover, R&D and design itself requires several years of investment to produce output, and the remaining product manufacturing still requires factory assistance. If they want to expand to production and manufacturing, they have to transform into heavy assets (the disadvantage is that it is difficult to convert. For example, if a factory that makes plush toys switches to making bamboo art products, it means reinvesting manpower, capabilities, and equipment), which is even more difficult.

Second, the investment cost of capacity building is high. Factories and e-commerce companies each build their own competitive advantages in their own areas of expertise, and it is more realistic for the two to join forces. E-commerce companies involve a wide range of business scopes and chains, and it is difficult to manage them in a refined manner. They rely more on the output of high-quality talents with strong comprehensive capabilities and need to continuously launch new products. Their capital investment and operating risks are also high.

It is not a simple business as most factories think; factory owners who enter rashly and do not have sufficient knowledge and ability in the e-commerce field, cannot provide effective product advantages and the ability to expand products, are also very likely to be frustrated;

Stupid Sheep Noih

Agree with: Duole Xiaojiqiao, xuanyuxuan, Fool in the world, Cross-border combat, Sada said more »

If you two are talking about factory transformation, I should have a say. But I personally feel that the title has nothing to do with the content.

About the mode:
If a factory makes something outside of its field, it can be basically judged that it has no chance. Most small and medium-sized factories are good at very narrow fields, so it is doomed to fail to distribute goods. Of course, special categories are another matter, such as clothing and hardware tools.

So I always think that the model is not a problem, because there is no choice. The "model choice does not match the actual action" mentioned in the article is because of insufficient ability and the inability to achieve the established goals, which leads to deformation.

What is the biggest obstacle to factory transformation? I think it is the mindset.
It is impossible for a company to have two dominant ideas, just like a person cannot have two souls at the same time. That would be schizophrenia and will eventually collapse and perish.

The factory's thinking is traditional and conservative, while cross-border e-commerce is open and innovative. This is very contradictory, so many factories find it difficult to adapt after transformation. And the factory must be a typical representative of the conservatives (early Damai was mostly a trading company, a typical representative of the reformists). Because the factory focuses on internal control, the factory mainly manages the worker group, which is completely different from you college students who have received quality education. If a person who thinks about internal control all day long, how can you expect him to innovate and work hard? ?

Although you can't have two different ideas, you can keep up with the times. Of course, there is a more direct way, which is to change your mindset. There are many excellent second-generation factory workers born in the 1980s and 1990s.

Some other problems are common problems for many enterprises. It's just that many factories are in the pain period of transformation, confused and desperate to try all kinds of methods. Coupled with the difference in thinking, "problem factories" are particularly prominent. The article is right. If you don't want to go along, don't envy the beautiful scenery along the way.

Duole Xiaojijing • Hangzhou • 5 days ago

It's hard not to agree

She and her cat • Guangzhou • 4 days ago

There is another way to understand the model here. Some factories take orders first and then produce. This is similar to pre-sales in domestic trade, which minimizes risks. Or factories with a B2B model use the B-end model for C-end, which is also very uncomfortable. Different ways of thinking, another point is that factories are mainly supply-side and product-oriented, which is contrary to mainstream demand and market orientation, resulting in the production of some seemingly awesome products, but the market does not buy them.

笨羊noih • Hangzhou • 4 days ago

@She and Her Cat: Thanks for your reply. Here are some of my more idealistic ideas:

First of all, traditional foreign trade is indeed like this, payment first, then goods, and the certainty is relatively strong. The start-up stage of cross-border is the most difficult, you can't see the money and volume, the capital turnover rate is not high, let alone the profit. . Money is the smartest, and it knows where to go better than anyone else.

As for the second point, it is actually the opposite. In the past, when it came to traditional B2B foreign trade, the transaction chain was very long and information transmission was delayed. Domestic factories were truly blind and engaged in production, pure Made in China. It was normal for market information to be transmitted to the supply chain for several years.

Supply chain efficiency. This is an important topic mentioned by Amazon officials at this year's summit. A large part of the sales on the Amazon platform is provided by new products (I forgot the exact data). Cross-border allows domestic manufacturing to directly hear the voice of end users and understand the market and consumers. Flexible production, continuous iteration, new applications of traditional products, innovative products, etc. We may be witnessing the birth of "China's smart manufacturing".

It is normal that the so-called products are not accepted by the market. You may not know how many outrageous products are produced by factories of all sizes in China. Limited by factors such as materials science, technology, and market environment at the time, it is difficult to transform ideas into products that actually meet market demand. Just like a child, full of fantasy, do you choose to encourage him to dream, or choose to kill your former self?

Of course, no matter when, I always see a lot of complaints about various problems in the factory. I am a witness and an ultimate optimist. I understand all the complaints as "hate their lack of struggle", which is everyone's expectation. Ordinary people's doubts, extraordinary people's dreams, let me encourage you.

Whispering Breeze

Agree with: Natsume 2048

I have been to two factories that make Amazon products. They were boutiques and started to succeed, but both entered a stage of decline. My personal experience:

1. Bosses who come from the B-side do not have a good understanding of the profit margin, payback period, and stability of the cross-border C-side. The two are very different. Most bosses are unwilling to listen to unpleasant words that do not suit their tastes. They only want to hear good words, that is, half-baked managers or operations paint a rosy picture for the boss, and everyone just works as long as they can.

2. A lot of temporary shipments → The boss is unwilling to ship so much in a short period of time → Loss of opportunities after out of stock → Resentment in operation

3. Poor product quality → slow progress in R&D → poor ratings, links become mediocre

4. Unreasonable commission distribution → Unwilling to increase overall salary and may even suppress it → Disunity and slow loss of old employees

There are two conclusions: many factory owners do not have a full understanding of Amazon, and are either being educated or fooled; they really do not do enough for the sustainable development of their employees (it is not ruled out that the bosses do this on purpose, but after asking many senior operators and supervisors, they think the bosses just like obedient people)

Anonymous user

Agree from: Anonymous user, Bai Yueguang SSS

1. Factory-type bosses look at problems from their own perspective. After guiding the operations, they will say, "You are a professional and you know how to deal with it." If problems arise due to not implementing his ideas, they will ask why you didn't do as he said. If problems arise due to implementing his ideas, they will say, "You are a professional and that's why you make such low-level mistakes."

   
   

2. As for input and output, most factory owners are accustomed to zero investment or low investment (most of them are just the money for one or two samples), and have never tried high input and low output. Even the investment in operation and promotion is very tight. Most of them say that they are white hats and do not conduct evaluations. If there are no orders, they will ask why they do not conduct evaluations, and so on.

   
   

3. Factory bosses are willing to hire operators at low prices, and they want several houses for 6K workers

   
   

4. They are too confident in their products. They charge high prices for the same products while others charge low prices. They say their quality is better, but the actual evaluation results are poor. They also say that customers don’t know how to use them, etc. The boss will ask the operation department to make the listing look like an instruction manual, etc.

Anonymous user

Agree from: liudong1105, How to touch fish

"I trust people outside the company more than those inside the company. Whatever others say is good."
I can relate to point 3! It’s not easy to be a slave! Many bosses of small companies or factories are like this!

When I was leading a team before, it was obvious that we had more experience, and our performance and profits were better than those of the boss’s so-called peers and friends. However, when problems arose, the boss still listened to them, and when mistakes were made, we still had to take the blame.

There is a classic saying: Only if you are not someone close to him, he will trust you. Don't get too close to people, everything in the distance smells good.

Anonymous user

Agree from: Elina9, Anonymous User, Natsume 2048, White Moonlight SSS, Username already exists. More »

1. I thought my product was the best in the world and I believed that the demand I created could open up the market.
   

2. I thought I had strong capital, great delivery time, and abundant resources, and I wanted to use money to attack the market. CPC was nothing but a dream.
   

3. They don’t want to get involved, they want to make profits in a short time, and they even have the idea of ​​wanting to have a lot of orders, and they can’t concentrate on making products and thinking about market issues such as operational feedback.
   

4. They are just an OEM factory, but they put themselves in the position of a first-line processing factory. When they receive negative reviews, they only blame the foreigners. When they can’t sell well, they only ask for price cuts, and even control the operation of advertising.
   

Elina9 • Shenzhen • 5 days ago

That's right, our leaders are like this, they always think their products are the best in the world, but in fact, the return rate will give the answer.

Chrysanthemum Cassia Seed • Shenzhen • 5 days ago

@Elina9: Hahaha yeah

Anonymous user

Agree with: Greedy and lustful vulgar people, anonymous users, Natsume 2048, old leek Awen

1. It's all based on rumors. If others can do it, we are a factory, so we can definitely do it too.
   

2. The product was developed in a shoddy way and it doesn't sell well, so the blame is on the operation. The boss is not at fault.
   

3. He doesn't listen to the operations team's opinions and sticks to his own opinions.
   

4. Before the basic situation was stable, they opened accounts and recruited operators, which led to instability of the accounts and the operators they recruited were also of varying quality. The operators and the boss had their own agendas. In the end, a mess was left behind.
   

5. Any fluctuation in sales will create immediate pressure.
   

6. Just compare overtime with others, but don’t care why you have to work overtime.
   

7. If you have a disagreement, just say this and I will blow it up. My product is the best in the world.

Anonymous user

Agree with: Elina9, DYKnow a moment ago, Beetle on the grape vine, Cross-border combat, Glimmer more »

It's very simple. If you let some e-commerce companies lose millions of dollars in the early stage because of a link, the boss of the e-commerce company can continue to operate with a good mentality, but if the factory boss loses so much, his mentality will explode long ago. Their experience of running a factory for so long has made the boss form a mindset that he will only do it if there is profit in the early stage. The profit situation of mature e-commerce companies basically follows the break-even analysis curve.

Guts123

Transforming from a traditional factory to an Amazon seller is not just a change of sales channel, but a thorough transformation from a production-oriented enterprise to a branded and service-oriented enterprise. If the factory cannot change its way of thinking, it will be difficult to adapt to the complex ecosystem of e-commerce by relying solely on production advantages. To succeed, it is necessary to have market acumen, brand operation awareness, a professional team, and the ability to continue learning.

Anonymous user

Agree with: Duoduo loves to eat prunes, Elina9, DYKnow a moment ago, JosephGan, ALu Cross-border more »

One more thing: I don’t understand the business but I often interfere with the operation. The planning is a mess. I like to listen to the guidance of friends and watch other people’s strategies, but I rarely consider whether our funds and products can replicate such strategies. I don’t estimate the losses. I think the losses can be borne in the early stage, but when I actually operate, I find that the company can’t afford it and start to limit the budget.

Elina9 • Shenzhen • 5 days ago

Exactly the same

Mika Miao • Shenzhen • 5 days ago

I can't say they are exactly the same, I can only say they are pretty much the same.

Summertime911 • Nantong • 5 days ago

Do you have the same boss?

larsonluo • Shenzhen • 5 days ago

I totally agree

liu963852 • Shenzhen • 4 days ago

Many bosses have this problem. I previously interned in new media, and my boss just didn’t understand it. He just had a new idea every day and did things randomly.

Tinacccc • Xiamen • 4 days ago

As if the same

andzkn • Guangdong • 3 days ago

It's so real. Every day I see what Douyin says about the strategy, and I want to use it. When I see others make thousands of orders a month, I want to do it myself.

zwl32825 • Quanzhou • 2 days ago

It seems that the factory models are all pretty much the same

Anonymous user

What I encountered was a factory owner and a professional manager working together. Halfway through the process from 0 to 1, when they had achieved a little success and made a little money, they kicked the professional manager out and started to work on their own. They ignored market demand, blindly developed products, did not understand sales, and did everything at random. In the end, the company became a mess, management was chaotic, employees resigned, and the company was dissolved. They did not adhere to long-termism and suffered the consequences...

Anonymous user

In order to save on development costs, some factory owners pay very low wages. I don’t know what kind of talent they are trying to recruit. Anyway, they think Amazon is very easy and they can hire a hit operator without spending any money. So they are particularly fussy and end up hiring someone who is like an assistant.

Anonymous user

The core reason why factories fail in doing business on Amazon is that they over-trust in agency operations and training, have no determination to build a brand, only want to copy others to make quick money, cannot get rid of the dependence and constraints of B-end thinking, give blind orders, make random interference, and let the butt decide the head, and laymen lead the experts.

Anonymous user

Agree with: A moment ago DYKnow, Fool in the world, Beetle on the grape vine, Black bar in the waves, ChrisC001

This post should become a hot post, it hits the nail on the head. Although it is only 8 points, it explains the current situation of most companies. Although the title is about factory transformation, the content can actually be applied to many companies.

Dugu Wang618

Agree with: Elina9, Beetle on the grapevine

In fact, as a factory owner, it is feasible to break the inherent factory management methods and select excellent managers. After all, the advantages of the factory are still very obvious to ordinary e-commerce companies.

Foolish Man • Shenzhen • 5 days ago

You need to see if it is a product that can be made in the factory. I used to work for an integrated industry and trade company. Everything was done in the factory, but in fact the factory could only make a small part of the products. They mainly looked for suppliers outside. Even so, the company still exploited them and gave the e-commerce department another cost price. Then they thought their products were great, but in fact the products were lousy. When all indicators were not as good as those of external companies, they still required them to sell at the same price as international brands...

Duguwang618 • Shenzhen • 5 days ago

Therefore, the boss is very important. Without higher ideas, keeping up with the times and learning, it is difficult to achieve results. For those early factory bosses, they relied on relationships, socializing, and unique competitiveness, which made it difficult for them to succeed. Now, many successful factory bosses rely on their own knowledge, and some second-generation factory owners who have insights and ideas are much better.