Discussion and Analysis on the current situation a

Discussion and Analysis on the development status and situation of domestic e-commerce

Liu Cheng, doctoral supervisor of the school of economics and management of Beijing University of science and technology, commented that foreign investors gamble on e-commerce, and domestic e-commerce is facing a test. Liu Cheng: in recent years, the most significant change in the business field is the change in consumer buying behavior. More and more consumers are turning shopping places from traditional business points to shopping. The huge scale of Chinese people has made the legend of Chinese e-commerce. The strong rise of e-commerce continues to erode the share of China's traditional retail market, and traditional commerce is facing the test of life and death

not only domestic traditional commercial retail enterprises, but also foreign-funded commercial retail enterprises are facing the test. In the face of the decline of traditional retail industry and the rise of e-commerce, the scale of foreign capital zero, which is often used in the steel hardness test, is generally a, B and C sales giants. In addition to slowing down the expansion speed, shrinking the business chain and closing loss making stores, the transformation to e-commerce business model has become the strategic focus of the future development of foreign retail giants in China. Foreign giants such as Wal Mart, Carrefour and Tesco in the domestic retail sector have slowed down the pace of opening new stores, and even began to close their unprofitable physical stores. Wal Mart plans to close 100 unprofitable stores from 2013 to 2015, equivalent to closing about a quarter of its stores in China

at the same time, foreign retail giants have accelerated the pace of entering e-commerce, such as Carrefour, Parkson, Auchan, etc. have already been involved in e-commerce, and even some foreign retail giants, such as Macy's department store, only enter China in the form of e-commerce in China, and are not ready to open physical stores for the time being. In fact, foreign investors have long realized the great potential of e-commerce and tried to enter the e-commerce market through multiple channels. For example, Carrefour opened Shangshang mall in China in 2006. However, compared with the success of foreign retail giants in the traditional retail industry, foreign investors have been unable to find a starting point in the field of e-commerce, and generally encounter acclimatization. There are few successful cases. Like the e-commerce platform launched by Wal Mart in 2010, consumers have continuous opinions on its services; Since its launch in 2010, lekutian mall, which is jointly operated by Baidu and Rakuten Group, a well-known retailer in Japan, has been forced to close down after only one and a half years of survival in China, although Baidu has provided many promotion resources to lekutian; Even earlier than lekutian, when the State Key Laboratory of food contact materials of Changzhou inspection and Quarantine Bureau of Jiangsu tested food contact materials such as non-ferrous plastic lunch boxes and plastic cups, a number of foreign e-commerce enterprises entering China, such as eBay and Amazon, developed far less smoothly in China than abroad

the reasons why foreign e-commerce did not achieve the expected business objectives are as follows: first, the transformation of e-commerce was slow. In the early stage, due to the great attraction and unprecedented success of the traditional retail field, foreign retailers were unable to give up the traditional retail market, and they were hesitant and slow to enter the e-commerce market. Both the capital and manpower invested were very limited, which was tentative. Second, there is a lack of distinctive business models. The success of foreign capital in the traditional retail sector largely stems from the maturity and advancement of business philosophy and business model. However, in the field of e-commerce, because they do not understand China's national conditions, they cannot accurately grasp the Chinese people's consumption psychology, consumption habits and purchase behavior, but simply copy the successful experience of foreign countries, resulting in foreign investors' lack of advantages in business model and more performance of acclimatization in operation. Third, there is no excellence in the consumption experience. The localization of foreign e-commerce is generally not in place. Whether it is on commodity display or offline logistics distribution, compared with local e-commerce, there are many areas worthy of improvement

unlike previous attempts by foreign investors to enter e-commerce, this time the foreign giants are well prepared to enter e-commerce. Both the capital and manpower invested are unprecedented. It is to focus on e-commerce in the future. Whether domestic e-commerce can survive the war between Chinese and foreign e-commerce is worthy of attention. However, after more than 10 years of market baptism, domestic e-commerce has grown up and has enough strength to fear no rivals

nevertheless, domestic e-commerce companies should not take it lightly and should not stay on past experience. Now users are no longer blindly pursuing price concessions, but focusing more on shopping experience. How to organically combine products, business models and customer needs determines the success or failure of e-commerce competition in the future. Especially in the era of mobile Internet, for all e-commerce companies that make the test bench rise at the fastest speed, it means to stand on the same starting line again and start a new round of competition. Domestic e-commerce must deepen the innovation of business model and improve the ability of resource integration in order to win the competition in the era of mobile e-commerce