The structural division of labor of the cross-border e-commerce team, especially the Amazon team, is mainly divided into three parts: product, operation, and backend.

Let’s talk about products first. This is the core of a cross-border company. It is generally recommended that the boss lead the team. In the best case, the boss should at least be a product manager. This department can be divided into product managers (responsible for product selection and developing user portraits and product portraits), product design (responsible for differentiated design), and product procurement (responsible for running factories).

Then there is operations. This department can be divided into operations (responsible for listing editing, participating in events, reviews, inventory control, etc.), pitchers (responsible for CPC advertising), after-sales (responsible for solving after-sales problems), and vision (responsible for photography and art design according to operations requirements).

Finally, there is the backend, which to put it simply is the logistics department, such as human resources, finance, administration, logistics, warehousing and all other logistics personnel.

If you are just starting a business, it is recommended that you work alone first, be a Transformer, and do everything yourself. After the profit and loss balance is stable, or even have enough money to cover the cost of an operation, you can hire an operation first to share the operation part of the work. After the business expands, continue to hire operations, and repeat this set. You continue to be responsible for the product. When the business expands further and you are too busy, start to form a product team and share your work, but you still have to do a good job of product control.

The above is how we started our development. It may not be suitable for everyone and is for reference only.

What I want to share with you today is --

Amazon's overall planning and layout for the whole year