I changed my job this year and found that my boss is very reluctant to clear out the stock. When the market feedback of new products is not good, wouldn’t it be the smallest loss to clear out the stock decisively?

"Wonderful Reply"

Anonymous user

There are always many factors that determine the success or failure of promoting a product.

Therefore, I think it is necessary to formulate a clear promotion cycle and profit and loss estimation plan at the beginning. How much advertising investment should be given for the new product in the three-month period? How much loss should be achieved to continue to promote it? In the 3-6 months, whether the product has entered a stable period and whether it is profitable? In the 6-9 months, whether to increase investment or reduce prices to boost sales rankings and prepare for Black Friday and Cyber ​​Monday

This action must be done, although it often floats on the surface. Most of the time, the boss does not look at the data and likes to listen to others' nonsense or firmly believes that his product can definitely become a hit. But we still have to do it. At least through these experiences and plans, we can better attract and review with the boss the specific reasons for the success or failure of the product and use it as a favorable basis for giving up.

Although we may not be able to negotiate successfully with the boss, as an operator, we have a clear conscience. If the boss wants to argue, then we can just bring a bucket. At least we won't feel bitter and helpless or be treated like a fool by PUA and unable to refute.

Anonymous User • Guangzhou • 2 days ago

I have tried this, trying to give the boss the most down-to-earth feedback, but as some of the friends above said, as an investor, they would feel that the operations department is making excuses, lacking in capabilities, etc.

Anonymous User • Shenzhen • 2 days ago

@Anonymous user This boss is not only very unprofessional, but also has a bit of gambling in him. He is not willing to give up until he reaches the Yellow River. He cannot consider the problem from a rational perspective first. But I think the most important thing is that he does not trust the judgment ability of his employees. As the saying goes, if you doubt a person, don't employ him. If you don't doubt a person, don't doubt him. This kind of boss is really impossible to work with for a long time. It is better to leave early.

Uncle   -You can't be me even if you peek at me

Agree from: kccmt653, zeenew1640

My personal summary is 4 points:

1. At the boss level, the boss believes that there is no problem with his supply chain and quality, but he cannot push forward the operation;

2. At the operational level, is the performance of the link online up to the percentage of the previous survey? Is the execution of the operation and optimization plan 100% within the formulated promotion plan? Are you hesitant and always thinking that it can be saved? ;

3. At the product level, under the influence of the internal environment, many products are pushed up by low prices and high discounts. However, the previous research only shows that the current upward trend is representative of the future. Whoever is more competitive will be the boss;

4. At the customer level, buyers are increasingly downgrading products. There are too many options. Today I saw a 13.99 product and tomorrow I bought a 9.99 product. Today I saw a classic model and tomorrow I bought a unique and creative model.

   
   

   All I can say is that everyone is exploring and catering to the market, but they can’t keep up with the changes in the market and the environment. Of course, some luck is also needed.

Anonymous user

Let’s discuss the above four points together:

First point: If there are 100 bosses who have this idea, the supply chain is fine, the quality is fine, and there are 100 positions on the BSR list, then someone has to be the 99th or 100th. The problem is that there is only one first place, but there are thousands of people who want to take this position.

Second point: Preliminary research is a skill, but there are many sellers and their development levels vary. Factory-type bosses think that this product can be sold abroad, so why can't you Amazon sell it? Trade-type bosses think that I spend so much money to buy goods, and others can sell them, so why can't you?

Third point: Usually, we should be optimistic when we do research. If we must consider the subsequent low-priced coupons, we may have no products to open. We can just change our career.

Fourth point: Americans have very limited pocket budgets and are always willing to find the cheapest and best quality products in all categories. Then, Chinese people are willing to provide them with such products (even if the Chinese sellers do not make money from selling them). This is involution.

The lips and teeth are interdependent, and it is really difficult now.

Absolutely impossible

Agree with: Open Society, liuquanyin, zeenew1640

You think that solving the problem early will minimize the loss, but your boss will think that you are not pushing it forward and want to be lazy in solving the problem.
What I fear the most at any time is that the boss is not doing the promotion and research at the front line, but has to intervene in the development/operation from time to time. In the end, he always develops some speechless products that the boss thinks have great selling points, and then confidently asks you to make it a hit. I know that these things can't be sold, but I still have to bite the bullet and finally have to bear the blame. Sometimes I am confused, am I doing this business to cater to the boss or to cater to the market?

liuquanyin   • Nanjing • 2 days ago

It's exactly the same. I knew the product wouldn't work when I got it. No one accepted my suggestions. Then I put it on the shelves and it didn't work. Then I had to take the blame and analyze why it didn't work. What was I analyzing? Besides being the one who selected the product, I was only responsible for solving the problem of traffic accuracy. How could I solve the conversion problem? In the end, I was blamed again.

Anonymous user

After my company tasted the sweetness last year, it launched a large number of new products this year. I had no energy to take care of the old products, and their rankings kept falling. In addition, the growth of new people and new products was slow, and they were in vertical categories with slight differences. There were even 3 or 4 accounts launching the same product at the same time. In addition, there were the same products from competitors, and the market was booming. In the end, the old products didn’t make any money, but the new products had a lot of inventory. Some new products couldn’t be sold at a glance, and I didn’t even know how to write the selling points. I also blindly put them on the shelves, and I was afraid that the inventory would not be able to keep up after the orders exploded, so I just put 2,000 pieces, and then the entire department was overwhelmed with millions of goods...

Anonymous User • Guangzhou • 2 days ago

Just reading the words makes me feel suffocated. These redundant stocks will eventually be charged to us, and the little profit we have finally earned cannot cover these losses at all. Working in vain. Working in vain. Investing energy and wasting spirit, and finally becoming negative profits, which we have to fill with our positive profits.

Anonymous user

I saw your question when I was clearing out my stock recently. I can’t say it’s exactly the same, but it’s a very similar situation. I’ve now registered all my redundant products at outlets. I’ve cleared out what I can and removed what I can’t. I’ve recovered as much as I can. If I continue to reduce my costs, the storage fee, which is three times the peak season fee, is really too high and my profits are almost gone.

Moreover, if a new product cannot be promoted within 3-6 months, it is best to start clearing it out. The product cycle of Amazon is long. If it takes too long, the more time cost will be invested, and you will have no energy to make other new products.

Anonymous user

As an operator, my thoughts and decisions are exactly the same as yours. But after all, I am a worker, and the goods are the boss's money, so these actions need to be approved. Then I expect that the plan of clearing the goods will not be recognized, and even be scolded, so I can't go on. This is why I posted this. Sometimes it's really internal and helpless.

Anonymous user

I have done small-item boutiques, and it was the same. Some products were really good, but some products had to be cleared out in two months (later they could only be cleared out at a low price or in bulk, fortunately small items were not expensive). It was also difficult to decide the quantity of the first and second batches (air and sea freight), because I was worried about running out of stock, and I was also worried about shipping too much.

Anonymous user

Our company has the same problem. The boss is keen to spend money on developing high-priced products. However, last year, he developed a product with poor quality and high price and sent a lot of goods to the customer. There were a lot of negative reviews, but he didn’t allow us to lower the price. The advertising and storage fees were expensive, plus the return rate was really painful. In addition, he asked us to send a large number of goods in advance. Now they have been kept for a long time and can’t be sold at all. But otherwise, we would clear the goods and spend money to promote them.

NatPagle

If the product is of high value and in large quantities, then discarding it is definitely not an option. You can get money back even if you sell it at a loss, but you will lose money if you discard it. (And the boss may be able to accept the loss.)
Most bosses are blindly confident that their products are the best and will always sell well, and they will give themselves this psychological hint. You can think of yourself as a boss. Character attributes: have funds, know a little about Amazon, know about this product from friends or other channels, invested a lot of money in it, and now the operations under you say they want to clear out the stock/abandon it

Reaching the top

How to say it? The current environment itself is very competitive. It is really difficult to develop a good product. Timely clearance can reduce inventory and quickly recover funds while making room for new products. Of course, clearance also means price loss. In general, it depends on market demand and trends, financial conditions and operational needs. If the company is facing financial pressure and needs financial support for operations, then timely clearance may be a necessary choice.

Anonymous user

Agree with: NamelessN7, Molly沫痎, Nameneo, Adam002, The goal is to have orders every day more »

Because the boss is not on the front line, the classic question is: "Why can others do it but you can't?"; This year I also changed a company to start a business. The boss has a purely foreign trade mindset. He wants to succeed in every product he launches and get orders immediately. It's too tiring. The company is still making pet products and has no complete advantages, so it is being squeezed.

ZekiChou • Shenzhen • 3 days ago

There are very few innovative pet products. It seems that they have the same functions over and over again.

Anonymous User • Dongguan • 3 days ago

@ZekiChou : For this type of item, from an operational perspective, you are just a salesman, but when drawing the picture, you need a "model" but there is no "model". The threshold is low, but there are various rolls, and the CPC is very high.